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Featuredpics Managers Vs Leaders

Great Managers vs. Great Leaders

We live in a world of excess access.

We have more information available to us than we will ever know what to do with. It’s not so much about how much you can retain – as it is about the very few things you must never forget.

Excellence can be distilled into one controlling insight, one “thing” you need to know about… Great Managers, Great Leaders and Sustained Individual Success.

The One Thing You Need To Know… about Great Managers is that they Discover what is unique about each person and capitalize on it. The primary role of a great manager is to turn a persons talents into performance.

The One Thing You Need To Know… Great Leaders is the Discover what is universal and capitalize on it. The primary role of a great leader is rally people to a better future (using the future as a place to start).

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GREAT MANAGERS

The One Thing You Need To Know… about Great Managers is that they Discover what is unique about each person and capitalize on it. The primary role of a great manager is to turn a persons talents into performance.

When managing, to get the best performance from your people, consider these first steps:

  • Select people effectively
  • Set expectations by clearly defining the outcomes you want
  • Learn how to steer them toward roles that truly fit them, rather than simply promoting them up the corporate ladder.
  • Motivate people by focusing on their strengths and managing around their weaknesses

What are 3 things great managers need to know about a person in order to manage them effectively?

  • Strengths & Weaknesses
  • Triggers
  • Learning Style

Strengths & Weaknesses:
The mediocre manager believes that most things are learnable, thereby believing the essence of management is to identify a person’s weaker areas and eradicate them. The great manager believes the opposite. They believe the most influential qualities of person are innate, thereby believing the essence of management is to deploy these qualities as effectively as possible to drive performance.

Triggers:
Great managers, are always on the lookout for each person’s triggers. They know that a person’s strengths, will require precise triggering to keep them switched on. Sometimes you will trigger an employee’s strengths simply through the way you present a challenge. Of all of the different types of triggers, by far the most powerful is the recognition trigger.

Learning Style:
The 3rd thing great managers need to know about a person is their particular style of learning. There are 3 Predominate Adult Learning Styles, those who learn by…

  • Analyzing: Taking it apart, examining its elements, and reconstructing it piece by piece.
  • Doing: Jumping in feet first and learning during the effort. Trial and error is part of the learning.
  • Watching: Learning by being given the chance to see the total performance or see the results before taking action.

Which one are you?

But how do you identify the three in a person? ASK THEM!

  • For Strengths: “What was the best day you had at work in the last three months? What were you doing? Why did you enjoy it so much?”
  • For Weaknesses: ““What was your worst day at work in the last three months? What were you doing? Why did it grate on you so much?”
  • For Triggers: “What was the best relationship with a manager you ever had? What made it work so well?” Or, “What was the best praise or recognition you’ve ever received? What made it so good?”
  • For Learning Styles: “When in your career do you think you were learning the most? Why did you learn so much?”

Ask those questions… Listen closely… Act on the information …

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GREAT LEADERS

The One Thing You Need To Know… about Great Leaders is they Discover what is universal and capitalize on it.

Great leaders are not about increasing performance, they are about increasing enthusiasm, spiritedness.

The job of a great leader is to rally people to a better future, and as such, they are not intermediaries. They are instigators. Driven by their compulsion for a better future, their challenge is to do everything in their power to get other people to join together to make this future come true.

They will perform this role well only when they find a way to engage people, regardless of each person’s uniqueness, to become excited by and confident in this better future. Great Leaders Win Loyalty!

Since it’s important for great leaders to tap into those things we all share (universal), the obvious question becomes… “What, exactly, do we all share?”

We all share 5 Fears, 5 Needs, 1 Focus.

The 5 Fears:

  1. Fear of Death
  2. Fear of the Outsider
  3. Fear of the Future
  4. Fear of Chaos
  5. Fear of Insignificance

The 5 Needs:

  1. The Need for Security
  2. The Need for Community
  3. The Need for Clarity
  4. The Need for Authority
  5. The Need for Respect

The 1 Focus:

Understanding the interplay of these fears and needs is crucial. Although each is relevant to your efforts at leading, one of them demands your greatest focus.

If you can grapple with the third universal… the fear of the future and somehow neutralize it… even turn it into something positive, you will have pulled off something truly significant as a leader. How do you turn fear into confidence? Clarity! Define the future in such vivid terms, through your actions, words, images, sounds & pictures that 
we can see where you are going. Clarity is the antidote to anxiety, and therefore clarity is the preoccupation of every truly great leader.

Clarity on such things as:

  • Who do we serve?
  • What is our core strength?
  • What is our core score?
  • What actions can we take today?

THE DISCIPLINES OF LEADERSHIP:

  • Take Time To Reflect
  • Select Your Heroes Carefully
  • Practice

Take Time To Reflect: The best leaders always take time to reflect, muse, ruminate. Carve time out to “turn off” and just “listen.” Be still. Dedicate time to think about excellence, to think about success. Remind themselves of what they already know. Like most social scientists, they know success is not the opposite of failure, it’s just different.

Select Your Heroes Carefully: Not role models, but who you admire. Whose performance do you choose to celebrate? If you want to predict the future behavior of any community of people – a team, a tribe, a company, even a country -look to it’s heroes. Look to the people and the events it chooses to revere.

Practice: The final discipline employed by great leaders is this: they practice. They discipline themselves to practice the words, the images, and the stories they will use to help us perceive the future more clearly. Effective leaders don’t have to be passionate, charming, brilliant, or even great speakers. What they must be – is clear.

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SUSTAINED INDIVIDUAL SUCCESS

Now, onto Sustained Individual Success. According to Gallup research only twenty percent of people report that they are in a role where they have a chance to do what they do best every day, and that the rest of the working world feels like their strengths are not being called upon every day.

The One Thing You Need To Know… about Sustained Individual Success is… Discover what you don’t like doing and stop doing it. The secret to sustained individual success lies in knowing which activities play to your strengths and which do not and in having the self-discipline and willingness 
to walk through the fear to reject the latter.

 So remember, The One Thing You Need To Know about:

Great Managing: Discover what is unique about each person and capitalize on it.

Great Leading: Discover what is universal and capitalize on it.

Sustained Individual Success: Discover what you don’t like doing and stop doing it.

Are YOU a Great Manager?

Are YOU a Great Leader?

Are YOU Willing To Stop Doing What You Don’t Like Doing?

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