The difference between a leader and a manager

By Rick Johnson -- Industrial Distribution, 5/3/2007 8:11:00 AM

To maximize your own effectiveness you have to be able to function both as a leader and as a manager. The trick is to know precisely when to go into the manager mode and when to become the leader.

I once read that the difference between a manager and a leader is: “A manager ‘does the thing right’ and a leader ‘does the right thing’.”

I don’t know who said that, but it is quite a simplification. First of all, a manager doesn’t always do the thing right and leaders don’t always do the right thing.

Most leaders do the right thing most of the time, but what the “right thing” is can cause quite a debate. Besides, who gets to decide what the right thing is?

Doing the right thing
Doing the right thing doesn’t sound very complex for a person of character and integrity, but think about it for a second.

During my 10 years as a turn-around specialist, there were several occasions when I had to sacrifice the jobs of many to save a company and the jobs of others.

Was that the right thing to do in the eyes of those who lost their job, their income, their security? If you were the wife, husband or child of one of those employees whose job was sacrificed, would you think it was the “right thing” to do?

All of a sudden, “the right thing” gets a little more complicated. That’s why I quit being a turn-around specialist after 10 years. I got tired of being the Darth Vader of distribution.

Leaders inspire others
True leaders inspire others to greatness. And being a true leader in times of sacrifice and turbulence is even more important than in normal times.  However, it’s equally important to adapt to the role of manager when sacrifice is necessary.

I often talk about compassion as both a strength and a weakness when it comes to individual leadership models. I have met numerous CEOs that boast of long-tenured employees. However, there are some employees who “earn” that tenure simply because of the CEO’s compassion, rather than from doing quality work.

Certainly, compassion for people is a strength, but it can become a weakness if it stands in the way of accountability and maximizing the organization’s effectiveness.

How does an effective leader balance compassion with performance and accountability? A leader must demonstrate to his team the need for maximizing performance. This is communicated more by action than words. Tolerance for the lack of excellence, mediocrity or sub-par performance sends the wrong message.

A leader leads by example, whereas a manager uses direction and enforcement of policy and procedure to accomplish specific tasks. Of course, a manager must also be able to lead. Sound confusing? It is.

There is a fine line between leadership and management—a line that often shifts according to circumstance. But if you are going to maximize growth and profitability in your organization, every manager must become an effective leader.

A leader encourages, leads by example, cares about the team and gives regular feedback. People need to be recognized and praised. A leader influences and inspires others to believe in themselves and follow a vision for the future.

Confidence, self-esteem or ego?
We all have egos but effective leaders control them and know how to utilize their understanding of people to inspire peak performance. They are confident and have high self esteem without demonstrating arrogance.

Leadership can’t be ego driven, but good leaders command a presence when they walk into the room. They are not only compassionate, but they are passionate about success and make every effort to coach and mentor their team.

However, a leader can't afford to waste too much time in the minutiae of the team. In fact, a functioning team will solve many of its own problems. This happens when the right people are on the team.

Leaders lead by example. They delegate and empower people. They also seem to have a keen sense about selecting and developing the right people. That in itself is a key difference between being just a manager and being an effective leader.

Selecting the right people and then developing those people through the coaching and mentoring process is a primary responsibility of leadership. Effective leaders know precisely when to coach, when to mentor and when to manage.

If you are going to be responsible for the actions and results of others, it isn’t good enough to be “only” a manager. Managing is about leadership. I believe to be really effective, there is no difference.

An effective leader must be a good manager and a good manager effectively must be a good leader. The results will speak for themselves in the long run…

Rick Johnson is founder of CEO Strategist LLC., a firm specializing in leadership and the creation of competitive advantage in wholesale distribution. Contact him at rick@ceostrategist.com.