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Are You A Boss Or A Leader? And One Is Definitely Better Than The Other

Are You A Boss Or A Leader? And One Is Definitely Better Than The Other

You’ve nursed your dream along slowly, patiently with equal parts of blood, sweat and tears. And now it’s starting to blossom and grow. People are noticing you, your business is growing. You’ve gone from a one-man show to hiring employees.  Congratulations. Take a moment and smile and thank everyone for their support and commitment. But only a moment. Then it’s back to work.

Now you have a decision to make: Are you going to be a boss or a leader?

And I hear you saying,“What is the difference?”

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The difference is, in a word, huge.

A leader is in the middle of it all

The difference can be summed up in a meme that is popping up all over the place these days: A boss tells you what to do, and a leader is out there with the people leading the way. To be sure, there are times when a leader has to do some telling, or be a boss, but a leader never makes that his/her main way of directing or leading.

The boss stands apart from people not with them. Sometimes it is necessary to stand apart for a few moments to take a breather (momentary) and look at the big picture. But after the breather, the leader jumps back in and is back in their shoulder to shoulder, and elbow to elbow with everyone else.

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One time, Sam Walton (Wal-Mart) went to visit one of his stores in Florida that had planned a special event.Upon arriving he found an electrical storm had disabled all the cash registers in the store, leaving the customers stranded in long lines as the cashiers had to do everything by hand. Upon seeing the growing lines, Walton grabbed a pencil and a pad of paper and began working his way through the lines tallying up each person’s purchase (and rounding down to the customer’s advantage). (Self-Made in America.  John McCormack with David Legge.  1990.  Addison Wesley.  Pages 127-128)

Struggling school teacher Ruth Fertel bought the famous New Orleans steakhouse, Chris’s Steakhouse (later to become Ruth’s Chris Steakhouse, but that’s another story) and spent a decade working alongside her employees, saying, “I thought my employees would respect me more if I worked right alongside them, so I did.” (When God Winks at You.  SQUire Rushnell.  2006.  W Publishing Group.  Page 128)

Working with and leading your employees will give you not only a better vision of where you’re taking your own dream, but also a vision of life in the trenches of your own company/enterprise/dream. And both those visions will make things better for everyone, if you’re able to retain your humility and understanding.

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What makes a good leader?

A Google search will reveal a whole host of lists of characteristics that differentiate leaders from bosses. Some of those include listening to their employees and valuing their employees; leaders don’t’ command/tell, they lead. Leading by example is the best way because the people actually see what it is that needs to be done, and can learn from you as they work next to you.

Leaders lead and learn simultaneously. They have the idea and vision of where to take things, and so they must lead, out there in the front blazing the path. But as they do that, they also share with everyone else, their vision and excite them about it. At the same time, they recognize they don’t know everything, and they are smart enough to know when to keep their mouths shut and listen and learn from someone else, even if that person is the lowest person on the totem pole. A leader knows that everyone is smarter than him/her in at least one area, and they are willing to learn from others. Leaders also motivate; they don’t use fear to move their people.  Fear only works as long as someone is there with the gun, the stick, whatever the fear factor is. Motivating with vision gets down inside people and stays long after the boss has left the building.

The servant-leader

The next step up the ladder is the servant-leader.

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Besides just being out there working shoulder to shoulder with their employees, the servant-leader does their level best to make sure the employees—and therefore also the clients/customers—are being served. Is this job helping this person (or my people) grow and become better?  Is this company serving its employees in the best way possible? Are we serving the community in the best way possible?

If the servant-leader believes an employee will do better in another job they will help their employee find something better, be it in their own company or elsewhere. They encourage their people to educate themselves not only in the things of their business, but personally, recognizing that education opens more doors and possibilities to their employees.  But they don’t hesitate to lower the boom when necessary.

The question is what kind of leader will you be?

Featured photo credit: Emma Frances Logan Barker via unsplash.com

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Last Updated on October 15, 2019

Is Procrastination Bad? The Truth About Procrastination Revealed

Is Procrastination Bad? The Truth About Procrastination Revealed

Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

Why we procrastinate after all

We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

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To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

So, is procrastination bad?

Yes it is.

Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

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The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

How bad procrastination can be

Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

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After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

More consequences of procrastination can be found in this article:

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8 Dreadful Effects of Procrastination That Can Destroy Your Life

Procrastination, a technical failure

Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

Featured photo credit: chuttersnap via unsplash.com

Reference

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