LEADERS and MANAGERS & What Is the Difference?

Commentary by Dr. Whitesel: “This seminal article explains the difference between leaders and managers … and why you need both. Based upon 80,000 interviews with managers and leaders by the Gallup organization, this research shows leadership deals with setting the vision, while management is helping people develop so they can work together and reach that vision. The church has a lot of leaders – but few managers, so that there’s a lot of visions – without clear plans to attain them. Below are several quotes that define the difference between leadership and management.”

LEADERS: “Great leaders discover what is universal and capitalize on it. Their job is to rally people towards a better future. Leaders can succeed in this only when they can cut through differences of race, sex, age, nationality and personality, and using stories and celebrated heroes, tap into those very few needs we all share.”

MANAGERS: “Managers will succeed only when they can identify and deploy the differences among people, challenging each employee to excel in his or her own way.”

You can be BOTH: “That doesn’t mean a leader can’t be a manager or vice a versa. But to excel at one or both you must be aware of the very different skills each role requires…”

Click on the thumbnails to begin reading…

Read more at … http://hbr.org/2005/03/what-great-managers-do/ar/1

STRATEGY & Three Factors of a Good Strategy by Peter Drucker

Peter Drucker in his book Non-profit Management points to the three elements of a good strategy:

“To work systematically on the productivity of an institution, one needs a strategy …. The first factor is always the people. It’s not a matter of working harder; we learned that long ago. It’s a matter of working smarter, and above all, of placing people where they can really produce. The second universal factor is money. How do we get a little more out of the money that we have? It’s always scarce. And the third factor is time.” (Drucker, 1990)

HIRING & The Big Reason to Hire Superstar Employees Isn’t the Work They Do

Commentary by Dr. Whitesel: “In this research we find that innovators and thought-leaders grow an organization by not only creating an environment for productivity … but also by attracting other innovators. This analysis is based on a journal article published by the National Bureau of Economic Research”

ARTICLE by Walter Frick, Harvard Business Review.

Read more at… http://blogs.hbr.org/2014/04/the-big-reason-to-hire-superstar-employees-isnt-the-work-they-do/

EVALUATION & Behaviors from 360-reviews that Define Successful Leaders

The Behaviors that Define A-Players
by Jack Zenger, Harvard Business Review

“To see what separates the competent from the exceptional individual performers, we collected 50,286 360-degree evaluations conducted over the last five years on 4,158 individual contributors…

Set stretch goals and adopt high standards for themselves. This was the single most powerful differentiator…

Work collaboratively… “the ability to work collaboratively and foster teamwork.”  And this trait did distinguish the great from the merely competent…

Volunteer to represent the group. The best individual contributors were highly effective at representing their groups to other departments or units within the organization. If you want to stand out, have the courage to raise your hand and offer to take on the extra work of representing your group. In this way you will gain recognition, networking opportunities, and valuable learning experiences…

Embrace change, rather than resisting It...Change is difficult for everyone, but is necessary for organizational survival.  The best individual contributors are quick to embrace change in both tactics and strategy.”  Read more at … http://blogs.hbr.org/2014/04/what-a-players-do/

TACTICAL OR STRATEGIC LEADERSHIP & Are You a Holistic or a Specific Thinker?

Are You a Holistic or a Specific Thinker?
by Erin Meyer, Harvard Business Review

What you see in this picture can tell you if you are a holistic (strategic) or specific (tactical) thinker:

FIGURE STO Fish http-:blogs.hbr.org:2014:04:are-you-a-holistic-or-a-specific-thinker

“Psychologists Richard E. Nisbett and Takahiko Masuda wrote about this cultural difference in a famous study. As an experiment they presented 20-second animated videos of underwater scenes to Japanese and American participants. Afterward, participants were asked what they had seen… While the Americans mentioned larger, faster-moving, brightly-colored objects in the foreground (such as the big fish), the Japanese spoke more about what was going on in the background (for example, the small frog bottom left). The Japanese also talked twice as often as the Americans about the interdependencies between the objects up front and the objects in the background.”

Read more at … http://blogs.hbr.org/2014/04/are-you-a-holistic-or-a-specific-thinker/