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TOPIC Leadingmanaging

TOPIC Leadingmanaging. Really?. Why do so many people think they are leaders? Because our culture worships “self-made” people & implies that they’re better than others. But how many people voluntarily follow you, make sacrifices for you, & are better off for it?.

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TOPIC Leadingmanaging

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  1. TOPIC Leadingmanaging

  2. Really?

  3. Why do so many people think they are leaders? • Because our culture worships “self-made” people & implies that they’re better than others. • But how many people voluntarily follow you, make sacrifices for you, & are better off for it?

  4. Leading & managing are both temporary activities that all employees engage in at least occasionally. Neither is a professional classification. • There are no leaders or managers (NOUNS). There is only people who occasionally lead or manage (VERBS).

  5. Leading & managing are something we (occasionally) DO, not something we (permanently) ARE. • L&M are on opposite sides of the same coin—inseparable. • Leading requires some managing, which requires some leading.

  6. Leaders don’t exist without followers. • No followers, no leaders. • Followers make the leader. • All of us spend way more time following than leading.

  7. We spend the most time manaleading our own work. • Second to most informally manaleading fellow team members we are interdependent with • The least time manaleading co-workers we aren’t interdependent with

  8. When you’re leading, you break through barriers:

  9. Status quo • Konformity org kulture • Derailed people • External quicksand • Thin resources

  10. When you’re managing, you make things fly:

  11. Motivated employees • Teamwork • Flexwork • 360ing • Informal leaders • (desk-to-desk) Training

  12. When managing you: • Experiment to find innovative breakthroughs • Empower contributions • Consolidate “Me” agendas into “We” agendas • Flexorg& flexplan • Make communication happen

  13. When leading, you: • Create new realities • Distill new opportunities • Usher out yesterday & usher in tomorrow • Never lose sight of constituents

  14. Leading envisions what the org needs, but not necessarily wants. • Managing crystalizes it into reality. • Leading designs work systems. • Managing implements/controls them.

  15. Leading strives to realize an alternate reality by pulling (not pushing) change along. • Managing energizes the new reality into existence & maintains the new status quo.

  16. Leading isn’t charisma; it’s creating “rights”: the right people doing the right things in the right way at the right times for the right clients. • Managing entails professional development = accompanying employees down learning curves

  17. 2 ORGDRAMAS

  18. OD #1. Where’s the leadin’ & where’s the managin’:

  19. If we retrained our sales floor people to focus on customer needs ahead of ching-ching, I bet we’d sell more.”

  20. Carrie needs to sub tomorrow for Angela whose daughter had her tonsils out.

  21. “You know what? Is there any reason why we can’t develop a telecommuting set-up for our phone crew? With 7 working mothers, surely that would be worthwhile.”

  22. We’ve got 3 temp workers who could be converted to full-time instead of hiring more and more temps. Why not?

  23. OD #2. Study on your own for exam Mercury & Marci Dontello

  24. NEW LEASE PROPERTIES

  25. Organic food • Job training for runaways & foster children • Service-based churches • Experimental learning centers/programs • Half-way (new beginnings) houses • Inner neighborhood peace enclaves

  26. Humanitarian stockholders (“your last lasting legacy”) • Human benefits ROI • Human potential > economic • Pay back the interest, not principal

  27. Project supervisors with no formal power • Mainly non-college employees • Minimum debt, max flex employees • Concentric impact circles of constituents (“circular reasoning”)

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