I just finished reading an article in which the author laments that “everyone” as he says, is called a leader, or is considered to be on one or another leadership track; something which, outside of the military just isn’t true. This author thinks we’re better off referring to most leaders as managers. I take exception to the belief that only the most senior people should be considered leaders. Leadership is more complex than that. It’s an expensive mistake to assume that there is no need to consider supervisors and managers as leaders.
People are a resource and as such they need to be managed. But, unlike the warehouse forklift, they also respond to leadership. The shop supervisor or office manager, who are the lower tier of the leadership model, provide that leadership every day. The problem is, it isn’t always good leadership. In fact supervisors and managers who don’t understand the fundamentals of good leadership are almost always going to provide bad leadership. This level primarily has management responsibilities, and most likely also has technical tasks to perform as well. At this lowest level, leaders don’t deal with the broader issues but provide the actual leadership that can make or break an organization. They have the most day-to-day, face-to-face contact with your workers.
At the highest end of the leadership model are the senior leaders and executives. This level is often considered where real leadership resides. But it’s a very different type of leadership than the supervisor or manager. Their leadership comes from the way they set the organization’s direction and form its leadership culture, but they seldom actually deal with workers one-on-one. In fact, this level is often more concerned with management issues and their leadership comes from how they deal with those high-level issues.
In between these two levels are the much maligned middle managers who often have the responsibility of bridging the gap. They usually deal with at least some personal leadership but also are beginning to have some involvement with the higher-level management issues. What really puts them in their own category is that they also lead leaders. Just like their workers, leaders can be managed, but real success will only come when leaders lead leaders.
All leaders, to some extent, are managers. Most managers practice at least some form of leadership. Failing to understand this basic fact will cost your organization a lot of money.
Bob Mason is dedicated to leadership development. He works with companies to solve problems by helping supervisors and managers become more effective leaders leading more productive teams. He is a professional speaker and author of Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership; The Art of Not Motivating: How Leaders Can Succeed by Understanding the True Nature of Motivation; Balancing the Generations: A Leader’s Guide to the Complex, Multi-Generational, 21st Century Workplace; and Planning to Excel: Strategic Planning That Works.
A 30-year career in the U.S. Air Force exposed him to great leaders and leadership opportunities such as command of four squadrons, including the Air Force’s largest munitions squadron. He has studied leadership extensively, but more importantly has been there, working with real people, making hard decisions, and experiencing the results.
Contact Bob at Bob@BobMasonSpeaker.com or 505-453-5266
