Is being a good manager enough nowadays? What are management’s expectations of their employees’ involvement and motivation levels? What distinguishes an average manager from a high-impact one? Whilst management is the science of know-how*, leadership’s main criterion is to have others undertake actions in a smooth way. *management’s know-how includes defining targets, planning, managing one’s agenda and that of others, prioritizing, watching dashboards, decision-making, sharing a vision et delivering results). A leader ensures long-term buy-in from his or her followers. Being a leader goes beyond managing a team. It rather means impacting others enough to drive some actions. It is the desire of making things happen that develops leadership skills. In the term “leadership”, there obviously is “leading” others, and it also connotes the ability to achieving one’s project, the energy that decides, organizes and defines different approaches. In summary, a leader is a decision-maker. However, the tacit agreement forces the leader to define his or her rapport to the team: it not only about managing yourself, and managing others. Furthermore, it is about managing the interdependence of all parts of the system that the organization is. A leader is not only asked to be a leader per se, but also: a manager-leader. A manager-leader makes use of a limited leadership: it is the PARADOXICAL LEADERSHIP. Becoming a manager-leader, a high-impact manager, consists of finding the right balance between your mission and your objectives, as well as the leadership vis-à-vis your team and colleagues. You can achieve this via a thorough analysis and understanding of the system in which you and your colleagues evolve. Being a leader, is making evidence of impact and charisma, simultaneously, without necessarily realizing it.
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