What does it take to be an effective leader?
Do the skills that make you an effective manager—planning, organization, and communication—make you an effective leader?
Or, does it take something else—something more?
Management is mostly about processes.
Leadership is mostly about behavior.
Effective management relies on intellectual, analytical, and technical capacities.
Effective leadership relies on appropriate attitudes, behaviors, and the ability to connect with people on a human level.
Effective managers recognize that they must support corporate initiatives through the accomplishment of department goals. They must channel their people’s efforts in the appropriate directions in order to accomplish those goals, and in turn, be looked upon favorably by those at the top of the organization. This leads to the notion that the people in the department are there to serve the manager.
Effective leaders, however, reverse that notion. They recognize that leadership involves serving the people in the department—not the other way around. They inspire, motivate, and assist their people in the accomplishment of goals rather than direct, demand, or otherwise pressure them to take action.
Effective managers acquire specialized knowledge and skills relevant to managing people and helping them accomplish predictable results.
Effective leaders have an instinctual understanding about human nature and why people act the way they do. They can observe their people’s behavior and then analyze and respond to it in an objective, supportive, and constructive manner…even when the behavior is outside the norm.
Leadership isn’t the result of any particular management process, but rather the manner by which the process is implemented—the attitudinal qualities the manager brings to everyday interactions. Qualities such as: honesty, integrity, positivity, humility, passion, compassion, sincerity, commitment, confidence, and sensitivity. Followers are drawn to people with these qualities.
Leadership isn’t an extension of the manager’s formal authority defined by his or her position in the corporate hierarchy. Attempting to lead by authority doesn’t encourage people’s involvement in or ownership of goals and projects. And, it diminishes their sense of control over their work. It gives them a lot to resist…which can lead to reduced performance.
Leadership is about encouraging, enabling, and recognizing people for their performance. It’s about serving the people in the department rather than being served by them. It’s about supporting their efforts in the direction of department goals rather than directing their efforts in support of department goals. The distinction between the two may be small. But, it’s that distinction that defines leadership.
David is the author of the Wall Street Journal bestsellers, The Sandler Rules: 49 Timeless Selling Principles and How to Apply Them and Sandler Success Principles: 11 Insights that will change the way you think and sell. He regularly authors articles for business publications and continues to be involved in the ongoing creation and development of new Sandler training products and programs.
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