Do you see yourself more as a manager or leader? Sometimes, I think those in positions to make decisions in organizations tend toward one or the other. Perhaps based on personality, interests, or their own earlier experiences within organizations. The fact of the matter is . . . you are both. (In fact, as I write this post, it is hard to describe these roles without defaulting to one or the other of these terms! Try it and you’ll see what I mean.)

“Leadership and management cannot be cleanly divided into separate functions. Leadership involves taking action in such a way that it influences others in a desired direction. Management consists of taking action to control a course of events. Both leadership and management happen when action is taken. Every act is an act of leadership and management.” ~ A. Keith Miller, Major U.S. Airforce (Ret.) from Lessons Learned Around the World: People-centeredl leadership.*

People who are effective understand the interconnectedness of managing and leading. Someone who really takes the management role to be primary may be very good at those tasks. The organizations may run like clockwork. Problems are not avoided. Employees are well trained, supervised, and supported. Yet, the role may not recognize that the “leadership” message may confine optimal growth. it’s as if the manager is saying, “We are going to be really good at what we do now.” Which may, inadvertently, imply, we are not thinking about, or planning for, the future.

Alternatively, those who emphasize the role of leader may be very good at getting others to “buy in” to the bigger vision and the hopes for a better tomorrow. However, if they lack a focus on good solid managerial duties, the frustrations and realities of today may dull the luster of a promise of better things. Employees wanting more structure, reliable work conditions and controls may leave. Others will wonder if a bright future can be achieved when the present day is less than stellar.

Thus, for leader/managers who want to engage people to be high achieving teams. both managing and leading are critical.

*Just a quick note about Lessons Learned Around the World: The author is my brother. Despite that, I can honestly say that I know him to be someone who is concerned not only about managing but leading. His “lived-style” has always been people-centered. In fact, although he notes (with pride?) that he is the only sibling without some degree in Psychology and the fact that he was “career military,” his style is more pastoral than command—which is why I encouraged him to write the book and why I am providing it to my audience. (Incidentally, for those interested, we are presently offering it at a discount on our Gumroad site.)