The Manager vs The Leader

During my time as CEO, there was a change I wanted to make that had to do with titles.

It got A LOT of pushback from leaders within the organization, so we didn’t end up doing it… I get why, AND I still feel the thinking behind it was important.

The change I wanted to make was to pivot away from the long-time “Managing Partner” title and move toward a title that was more fit for the actual role these people played…something like:

“Leading Partner”

“Market Leader”

Look, it went against the long-time convention of the title "Managing Partner" and I get why it received so much pushback.

With that said, the thinking behind the change was the same thinking that led to me using terms like “Leadership Committees” instead of “Management Committees” within the organization.

There’s a big difference between a “manager” and a “leader”. I wanted people in leadership positions in the organization to think and act as leaders, not managers.

Today, I want to share some thoughts on the important difference between the manager and the leader and how to be intentional about ensuring you are leading your people (because it doesn’t always come naturally).

Understanding The Manager vs The Leader

The Manager

The manager operates in the now and in the past.

Their primary focus is on accomplishing things.

The manager sees the projects in progress and the things that need to be done to complete them.

The manager primarily operates on the dancefloor (refer back to my article on The Balcony vs. The Dancefloor if you need a refresher).

During meetings with team members, the manager tends to focus the conversation on the what.

Things like…

• what work is being done

• what are the friction points or roadblocks to accomplishing the task at hand

• what is being done to ensure the work is completed on schedule

The Leader

The leader operates in the now and in the future.

Their primary focus is on strategizing how to challenge and inspire their team to do greater things to support the organization's strategy.

The leader sees where the organization is headed and how people need to develop in order to help get there.

The leader is able to seamlessly flow between the dancefloor and the balcony (here’s the link again, if you need it).

During meetings with team members, the leader tends to focus the conversation on the who and the where.

Things like…

• where is the organization (or team) headed

• what will it take to get there

• who is the person they are meeting with, where do they want to go in their career, and how are they developing to get there

A Conversation on ‘Right’ and ‘Wrong’

Let me be clear about something: I’m not suggesting either role is ‘right’ or ‘wrong’.

In fact, companies need managers and leaders if they are going to thrive.

They are both essential parts of the growth and effectiveness of any organization (or team).

However, if you are in a senior leadership position, or aspire to be one someday, I am suggesting that being a manager will not be enough.

You will need to develop your skillsets as a leader if you want to influence your organization on a broader scale as you oversee more people and have more responsibility.

If you’re reading this newsletter, it’s likely you are already in a more senior leadership position or aspire to be in one.

So, I'm focusing on the leader side of the equation as I believe it’s an essential skill set to be effective at higher levels within companies.

How to Ensure You are the Leader

So, how do you ensure you are investing time as a leader and not just a manager?

Well, if you’ve been here for a while, you may have guessed my answer… intentionality.

If you aren’t intentional about being the leader, it’s easy to slip into being the manager.

There are always things that need to be done. There are always conversations that need to be had about what is happening now.

It’s easy to dedicate your time, attention, and energy to operating in the now and in the past. For many people, it’s a more comfortable place to be.

If you want to be a leader, you have to be intentional about thinking and acting differently.

• Start dedicating time with your team members during 1 on 1’s to talk about them and their development.

• Start dedicating time with your team members to talk about how they believe the team can more effectively reach their goals.

• Start having conversations with other leaders in your company about where the organization is headed.

• Start planning time on your calendar to think strategically about what’s ahead and how your team can contribute to the organization’s vision.

• Start having more ‘what will it take?’ conversations with your people to get them thinking about achieving differentiated outcomes.

Being the leader is a very intentional (and important) act.

If it’s not a role you are thinking about putting yourself in often, it likely won’t happen.

Organizations that BREAK THE MOLD™ and will thrive into the future will do so because the leaders in their organizations embrace their role as leaders, not just managers.

This week, I encourage you to audit the ways in which you are spending your time individually and with your team members.

Take a look at your 1 on 1's with your team members...

Are you finding yourself acting as a leader or manager?

How can you be more intentional to think and act like a leader for your team?

Define a way or two you can intentionally act as a leader this week and give it a try.

Let me know how it goes, I’d love to hear from you.

With intention,
Alan D Whitman