The difference between managing and leading
Be more contemporary in business-speak Company the word “leadership” hardly ever occurs. There is talk of leadership and management, two controversial terms that are often used with the same meaning. But they are not.
Because management has to do with management. And leadership above all with leadership. In the case of management, therefore, the focus is on the human being, on management everything that can be organized: the planning, implementation and control of processes, structures and standards.
Leadership implicitly has an ethical and management primarily an economic dimension. Leadership develops the corporate culture, the management the strategy. Above all, the manager needs social skills, while the managers need methodical skills.
A weekend trajectory crash should be sufficient?
Needless to say, methodological skills that are manifested in projects are easier to acquire and master than multifaceted soft skills. But for a professional training it took years.
For a management training, however, a weekend-crash-course should be enough - if at all !? So there are countless bosses, who mean it well, but not good. This is devastating! Especially as regards humanity, one must study and practice to shine.
Employees who feel? Command and control?
“That little bit of leadership, you do that with your left hand”, is not seldom heard when the best specialist is promoted to manager again. But excellence must not only show itself in the technical field, it must also be visible in cultivating relationships. Well, if you only make announcements, give orders and access in a controlling manner as before, you don't need to understand much about leadership.
In analog times the boss lived from the nimbus of his “omniscience”. By virtue of his position, it was he alone who was able to judge things and decide which actions, procedures and procedures were expedient. Good leadership was measured by how the employees tracked, that is, how well they unwound the programs that came from the top.
Proposals for improvement were interpreted and repulsed as an attack on the assigned territory. The authority of the tinsel-hungry from the parallel universes of the glass palms was higher than any healthy human understanding. Lethargy, conformity and serious management errors have been the result of such an obedience culture.
Other leadership roles are needed today
The mere control of work is now more and more done by software programs. In this way, executives are only needed for things that computers can not (yet) do, namely, to combine analytics with intuition, with human transcendence, and with empathy.
Thus it is the role of the coordinator, presenter, catalyst, and facilitator, which a leadership person must predominantly master. This requires above all more humanity. If you do not have it, the management license is to be withdrawn immediately.
Wherever you work with a variety of collaborators in a variety of work models, social skills are among the most valuable management skills. And the intuitive, individualized conversation becomes the most important management task.
Employee talks: manage or lead?
Unfortunately also here: employee discussions are managed - and not led at all. As the? I once again ask differently: Imagine a conversation with mates, at which, let's say, the outcome of a federal league game is lined up. Would you do this using a checklist? Hooks behind points discussed? Forced to go to the end of a discussion guide? Of course not!
For a good conversation is like a harmonious dance that consists of reciprocal questions, listening, empathy, appreciation, and answers. The leader must be able to get involved with his dance partner so that he does not feel like a vice.
And the Guided One must want this dance so that the whole thing does not become stiff and bumpy. Of course there is a compulsory program for dancing too, but the real pleasure comes only in the free space of the Kür. And it is not until the freeze that they can show their best.
About Form Madness and Conversation Mania
In the professional context, on the other hand, forms are developed for all conceivable situations, and conversational templates are pre-produced industrially. Thus, fully structured management talks mutate into an interrogation.
How does it come about? Where it is mainly men who rule, rules and clear announcements are needed, says executive coach Claus von Kutzschenbach. He calls it "addiction to instructions for use". His explanation for this?
If men fall into unsatisfied terrain, then everyone must know exactly what his role is and how he should behave. Unsatisfied is a terrain that you hardly know, and that carries potential dangers. Could these be the pitfalls of outbursting emotions? Or the worry of an impending loss of control?
Standardized compulsory programs from the HR department
What has been said applies in particular to employee annual discussions. For many, they are nothing but an annoying duty program for the HR department. There are cases where both sides must be tortured by twenty-four forms. And every question is the same for every employee around the world. Because of comparability!
Different employee situations or cultural and country-specific circumstances fall under the table. It's like the famous cartoon with the elephant, the monkey, the bird, the snail and the fish. In the middle is a man with the instruction: "To ensure that things are fair here, everyone is given the same test: climb this tree!"
This is a farce! Leading by checklist turns people into alien beings, to marionettes of the administration, who only start dancing when they pull on the appropriate strings. Gunter Dueck would say: It makes you foolish.
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German edition: ISBN 9783965960107
English version: ISBN 9783965960114 (Translation notice)
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