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Atricle Dump - Manage or Lead - Why the Difference Matters and What to Do About That Difference
If you are a home business owner, you know the importance of staying motivated. And you also know that, some days, it's more difficult than others.But success is based on consistent and persistent effort, so staying inspired and enthusiastic is an essential key to success.Here are four important tips for keeping motivation high:1. Write out your "why" and read it often. I like to call this my "Vision Statement." The Laptop Lifestyle really is so rewarding.
3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.
4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.
5.
I didn't start out dreaming about my own home-based business. I had a good job that paid well, with excellent benefits. This is the kind of job that is becoming increasingly rare in today's job marketHere's a few reasons that were NOT part of my decision to start my own business.1. Your time is your own. This is true, but the fact is that when you work for yourself, there's never enough hours in the day to get everything done2. I can be with my family. Also
With all due respect for these books, let me make it simple.
Manage things and lead people.
Manage
Often we can clarify much by going to the dictionary to look up words we already know. When I looked up manage on Dictionary .com, I saw phrases like:
“To direct or control the use of; handle, to exert control over, to make submissive to one's authority, discipline, or persuasion . . .”
Given those definitions there are many things we need to manage:
• Budgets
• Production schedules
• Sales forecasts
• Marketing plans
• Projects
• Work flow
… to name a few.
Obviously, management skills are important. Organizations need the capability of effectively managing the items and resources on the list above (and 100 other things).
The rub comes when you start thinking about managing people. People aren’t budgets or marketing plans. People are a resource in a whole other classification beyond the other resources of an organization.
People won’t perform most effectively if they are being controlled or made submissive to authority. (Hey, I’m just using the words from the definition I read!)
Lead
On the other hand, let’s go back to the dictionary.com for some phrases on lead.
“show the way by going in advance, to guide or direct a course, to inspire the conduct of …” are just a few of the definitions I found.
People respond to being led.
Just as you can’t inspire the conduct of a budget, you won’t be most effective trying to manage people.
Which leads me back to my initial premise: Manage things and lead people.
Beyond Semantics
I challenge you to think about your current practices, habits and approaches to working with other people. If you can find situations, times, or tendencies where you lean towards managing people, I encourage you to try a new approach starting today.
Here are six things you can do to shift your focus towards leading:
1. Think about how you have felt when being led vs. being managed. Write down five reasons you prefer to be led and use those reasons as reminders for yourself.
2. Explain these differences to those you lead and have a discussion about those differences. Commit to these people that you want to lead them more and manage them less. Ask for their help in adjusting your approach.
3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.
4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.
5.
This week I am working with a client who is drowning in success. He has been working on his business for two years (following four years work in his business). His sales are taking off and his team is rushed off their feet, stressed and heading for burnout.So my task is to coach the team to perform better, to survive and ultimately to thrive on their success.What is the 80/20 rule?I explained to the team that commonly 80% of results
Given those definitions there are many things we need to manage:
• Budgets
• Production schedules
• Sales forecasts
• Marketing plans
• Projects
• Work flow
… to name a few.
Obviously, management skills are important. Organizations need the capability of effectively managing the items and resources on the list above (and 100 other things).
The rub comes when you start thinking about managing people. People aren’t budgets or marketing plans. People are a resource in a whole other classification beyond the other resources of an organization.
People won’t perform most effectively if they are being controlled or made submissive to authority. (Hey, I’m just using the words from the definition I read!)
Lead
On the other hand, let’s go back to the dictionary.com for some phrases on lead.
“show the way by going in advance, to guide or direct a course, to inspire the conduct of …” are just a few of the definitions I found.
People respond to being led.
Just as you can’t inspire the conduct of a budget, you won’t be most effective trying to manage people.
Which leads me back to my initial premise: Manage things and lead people.
Beyond Semantics
I challenge you to think about your current practices, habits and approaches to working with other people. If you can find situations, times, or tendencies where you lean towards managing people, I encourage you to try a new approach starting today.
Here are six things you can do to shift your focus towards leading:
1. Think about how you have felt when being led vs. being managed. Write down five reasons you prefer to be led and use those reasons as reminders for yourself.
2. Explain these differences to those you lead and have a discussion about those differences. Commit to these people that you want to lead them more and manage them less. Ask for their help in adjusting your approach.
3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.
4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.
5.
You've probably heard the story of the Boy Who Cried Wolf.The problem is that the child was looking for attention and thought it would be fun to scream at the top of his lungs that a wolf was nearby. Each time he did, the entire town came running to his rescue!It worked twice!But each time all the townsfolk came running to his field all set to do battle with a big, mean wolf, all they found was a bunch of sheep casually munching on grass.The boy really feltnd the other resources of an organization.
People won’t perform most effectively if they are being controlled or made submissive to authority. (Hey, I’m just using the words from the definition I read!)
Lead
On the other hand, let’s go back to the dictionary.com for some phrases on lead.
“show the way by going in advance, to guide or direct a course, to inspire the conduct of …” are just a few of the definitions I found.
People respond to being led.
Just as you can’t inspire the conduct of a budget, you won’t be most effective trying to manage people.
Which leads me back to my initial premise: Manage things and lead people.
Beyond Semantics
I challenge you to think about your current practices, habits and approaches to working with other people. If you can find situations, times, or tendencies where you lean towards managing people, I encourage you to try a new approach starting today.
Here are six things you can do to shift your focus towards leading:
1. Think about how you have felt when being led vs. being managed. Write down five reasons you prefer to be led and use those reasons as reminders for yourself.
2. Explain these differences to those you lead and have a discussion about those differences. Commit to these people that you want to lead them more and manage them less. Ask for their help in adjusting your approach.
3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.
4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.
5.
Although I am a proponent of CRM software and database management, I have never, nor will I run across a software solution that provides Complete CRM. On a note of credibility, my company, Wright Solutions is partnered with a few CRM software providers whom will not be referenced anywhere in this post, or this series. I want you to understand the depth of my committment to the fundamentals of human CRM.Companies in the market for CRM solutions actually are in need of better mnitial premise: Manage things and lead people.
Beyond Semantics
I challenge you to think about your current practices, habits and approaches to working with other people. If you can find situations, times, or tendencies where you lean towards managing people, I encourage you to try a new approach starting today.
Here are six things you can do to shift your focus towards leading:
1. Think about how you have felt when being led vs. being managed. Write down five reasons you prefer to be led and use those reasons as reminders for yourself.
2. Explain these differences to those you lead and have a discussion about those differences. Commit to these people that you want to lead them more and manage them less. Ask for their help in adjusting your approach.
3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.
4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.
5.
For years people have discussed ways to improve their achievement. Many books are written about personal and professional development. Everyday someone on television is talking about a new breakthrough or some miracle they have experience.Here are some fundamental questions most of us are asking:Why are some people more successful than others?What makes a person a super achiever?Why are some people more successful than others?How to make more money?<lead and have a discussion about those differences. Commit to these people that you want to lead them more and manage them less. Ask for their help in adjusting your approach.
3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.
4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.
5. Build relationships. Remember always that leading is a relationship activity, so take more time and focus more energy on building relationships with those you lead. As you build relationships you give yourself the opportunity to be more effective as a leader.
6. Think of yourself, call yourself, and introduce yourself as a leader and not a manager. The words matter.
Improve your management skills. Learn how to allocate resources, control expenses, and build projects. Use the thoughts in this article to help you continue to improve your leadership skills too. Both skill sets are important. And both always have room for improvement.
They just aren’t one in the same… Manage things and lead people.
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