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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 April 23, 2019

How to Set Stretch Goals and Keep Your Team Motivated

How to Set Stretch Goals and Keep Your Team Motivated

Stretch goals are a lot like physical fitness. When you adopt a physical sport such as running, continual practice leads to increased stamina, growth and progress.

While commitment to the sport improves performance, true growth happens when you are stretched beyond your comfort zone. I know this from personal experience.

For years, I was an avid runner. I ran with a variety of running groups in the Washington, D.C., area and in Columbus, Ohio, where I lived prior to moving to the nation’s capital in 2011.

While I was initially fearful about slacking off on my exercise habit when I moved to D.C., running enthusiasts in the area provided continual motivation, inspiring me to lace up my shoes day after day. Much to my surprise, many of the area’s running stores (including Pacers and Potomac River Running) boasted running groups that met in the mornings and evenings. So, it was relatively easy for a newcomer like me to connect with like-minded peers.

I was never a particularly fast runner, but I enjoyed the afterglow of the sport: being completely drained but feeling a sense of accomplishment; setting and reaching goals; buying and wearing out new tennis shoes. The sound of throngs of feet pounding the pavement in semi-unison is still enough to bring tears to my eyes. Yes, I sometimes tear up at the start of races.

Of all the groups I ran with, the Pacers Store group that met on Monday nights in Logan Circle boasted the fastest runners. I met up with the group week after week only to be the slowest runner. It was difficult to muster the courage to get up every week and meet the group knowing what was waiting for me: sweating and watching the backs of fellow runners.

Each time I joined the group, I was stretching myself without even realizing it. Instead of feeling like I was transitioning into a better running, for a long time I felt I was torturing myself.

Then something remarkable happened. I went for a run with a different set of runners and noticed my time had improved. I was running at a faster pace and doing so with ease. What was once uncomfortable for me I now handled with ease.

The reason I was becoming a better runner was because I was taking myself out of my comfort zone and challenging myself physically and mentally. This example illustrates the process of growth.

Fortunately, we can create situations that stretch us in our personal and professional lives.

What Is a Stretch Goal?

A stretch goal – as authors Sim B. Sitkin, C. Chet Miller and Kelly E. See detail an article “The Stretch Goal Paradox” in Harvard Business Review[1] – is something that is extremely difficult and novel. It is something that not everyone does, and it’s sometimes considered impossible.

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In general, you establish stretch goals by doing things that are difficult or temporarily challenging.

For instance, when I was first promoted to a senior communications management role, I knew I needed to beef up my relationships with media personalities. I set a goal to once a month book a day of media interviews in New York City – which is home to many media outlets, including SiriusXM radio, CNN, NBC News, HuffPost, VIBE.

This was a huge goal because it meant not only identifying the right people to meet with but convincing them to meet with me and my team. While I didn’t end up meeting the goal of doing a full day of media interviews in New York City, I met more people than I would have met had I not established the goal and instead stayed in the comfort of my D.C. office.

It is important to note that just because you establish a stretch goal doesn’t mean you’ll achieve the goal each time. However, the process of trying is guaranteed to provide some level of growth.

The Importance of Creating Stretch Goals

The beginning of the year is a perfect time to assess where you are excelling and where there is room for you to grow. I typically start the year by creating a yearlong strategic plan for myself.

I think about the things that are necessary to do and things that would be cool to do. I assess the people I should know and think through how to meet them. Then I ask myself if the goals are realistic and what would need to happen for me to achieve them.

Over time, I have learned that there are five things I can do to set stretch goals:

1. Get Outside of Your Head

If I exist within the confines of my imagination, I imperil my own growth and creativity.

If I examine my accomplishments and celebrate them in isolation of others’ accomplishments, my vantage point is limited.

I want to be comfortable with what I accomplish, but I also want to be motivated by watching others. In some respects, stretching is about expanding your network of friends, associates and mentors. These are the people who will propel or slow your growth and development.

Since two are better than one, I always value being able to share my progress with others, seek feedback and then map a plan for success.

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2. Focus on a Couple Areas at a Time

When setting goals, it is important to focus on a couple of areas at a time. Most of us are only able to focus on a few things at a time, and if you feel you are unable to tackle all that is before you, you may simply disengage.

I see this in so many areas of life:

When people get in debt, if they believe the debt is insurmountable, they refuse to look at incoming bills for fear of facing down the debt. Unfortunately, many businesses go awry when setting stretch goals.

In “The Stretch Goal Paradox,” Sitkin, Miller and See note:

“Our research suggests that though the use of stretch goals is quite common, successful use is not. And many executives set far too many stretch goals. In the past five years, for example, Tesla failed to meet more than 20 of founder Elon Musk’s ambitious projections and missed half of them by nearly a year, according to the Wall Street Journal.”

Goal-setting is like a marathon, not a sprint. It doesn’t all need to happen at the same time, and pacing is extremely important if you want to get to the finish line. It is better to focus on a couple goals at a time, master them and then move on to the next thing.

3. Set Aside Time Each Year to Focus on Goal-Setting

When I was a managing director for communications for the Advancement Project, I spent the first part of every year facilitating a communications planning meeting.

The planning meeting began with the team members assessing the goals the team had established in the preceding year, and whether those goals were realistic or not. If we failed to meet certain goals, we broke down why that happened. From there, we brainstormed about possibilities for the current year.

For instance, one year we set a goal of pitching and getting 24 opinion essays published. This was audacious because no one on the eight-person team had the luxury of focusing exclusively on editing and pitching opinion essays to publications around the world. We would need to focus on pitching in between the rest of our work.

We hit this goal within the first eight months of the year. Remarkably, in total, we ended up getting 40 opinion essays published that year, which was an indication that our original goal was too low. We upped the goal to 41 the next year, and amazingly, we hit 42 published opinion essays or guest columns.

From this experience, we not only learned what was feasible, we also learned the power of focus.

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When we focused as a team on getting the commentary on our issues out in the public domain, we were successful. The key in all of this is that there was a ton of discussion around which goal we’d pursue and why.

Equally important, as a manager, I didn’t set the goals alone; the team members and I established the goals collaboratively. This ensured buy-in from each individual.

4. Use the S.M.A.R.T. Goal Model to Set Realistic Goals

S.M.A.R.T.

is a synonym for specific, measurable, attainable, realistic and time-bound. For the sake of this article, the realistic portion of the acronym is most important.

While you want to set audacious goals, you want to ensure that they are realistic as well. No one is served by setting a goal that is impossible to accomplish.

Failing to meet goals can be demoralizing for teams, so it’s important to be sober-eyed about what is possible. Additionally, the purpose of setting goals is to advance and grow, not depress morale.

For instance, my team would have been discouraged had I begun the year asking it to pitch and place 40 opinion essays if we didn’t already have a track record of placing close to two dozen essays.

By using the S.M.A.R.T. formula, we were able to achieve all that we set out to do.

5. Break the Goal up into Small Digestible Parts

I am a recovering perfectionist. As a writer, being a perfectionist can be counterproductive because I can fail to start if I don’t see a clear pathway to victory.

The same is true with goal-setting. That’s why I join Lifehack’s fellow contributor Deb Knobelman, Ph.D., in noting that it is critically important to break goals into bite-sized chunks.

When I had a goal of doing daylong media meetings in New York City, I had to think through all the barriers to achieving that goal and all the steps required to meet the goal.

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One step was identifying which reporters, producers and hosts to engage. Another step was writing a pitch or meeting invitation that would capture their attention. Another step was thinking through the program areas I wanted to highlight and the new angles I could offer to different reporters.

Since reporters want to cover stories that no one else has written, I needed to come up with fresh angles for each of the reporters I was engaging. An additional step was thinking through who from my team I’d take with me to the various meetings.

I was clear that, as a talking head, as public relations reps are sometimes called, I needed the right spokesperson in order to land repeated meetings with different outlets.

A final step was thinking through what I needed to bring to each meeting and which reports, videos and testimonials would buttress our claims and be of interest to media figures.

As I walked through what was needed to bring my goal of doing daylong meetings to reality, I realized that not only was the idea within reach, but I was excited to tackle the challenge.

From that point until now, I have learned to break down goals into smaller parts and tackle the smaller parts on the path to knocking the goal out of the park.

The Bottom Line

These are my recommendations for setting stretch goals, and there are a ton of other resources to support you in the workplace and in your community.

For instance, LinkedIn’s Lynda.com platform has a wonderful suite of leadership development videos, including ones on establishing stretch goals. This is a paid resource but may be worth the investment if you lead a team or want to invest in tools for your own growth and development.

Featured photo credit: Avatar of user Isaac Smith Isaac Smith @isaacmsmith Isaac Smith via unsplash.com

Reference

[1] Harvard Business Review: The Stretch Goal Paradox

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