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Last Updated on July 21, 2021

Why Leadership and Management Are Two Sides of a Coin

Why Leadership and Management Are Two Sides of a Coin
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Tackling entrepreneurship involves juggling multiple roles at once. In the early stages, you’ll need to play a variety of roles from HR, Sales, Fulfilment and more.

As you progress and grow a team however, you’ll eventually have to work with people conducting various activities in your business. This is where the distinction between leadership and management is muddied, but is still inherently important.

Leadership is largely defined more closely to a leader charting the course with people who follow them ahead whilst management as a field describes the manager maintaining the status quo with people who work for them.

The differences between them stem from two stakeholders: the manager or leader and subordinates or followers and their professional dynamics.

Successful business owners have to possess traits of both a strong leader and manager to convince and direct a team towards the direction of success.

1. You Must Earn the Role of a Leader, but Still Maintain a Manager’s Tasks

By default, employees follow the orders to their superiors (managers). This is more because of the role or rank attributed to them by virtue of their position rather than a conscious choice to do so. This professional relationship between manager and subordinate works to a large part to accomplish day-to-day tasks without jeopardising the status quo.

However, when push comes to shove, this dynamic can be shaken and threatened. If teams are mismanaged or mistreated, their loyalties can very quickly be adjusted.

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In fact, a Harvard Business Review survey reveals 58 percent or people say they trust strangers more than their own boss.[1]

Entrepreneurs have to also assume the role of a leader, to earn the trust and respect of their followers. Followers should be compelled to make decisions to listen to leaders based off their own volition rather than because of any hierarchical construct.

Coupling both leadership and management in this case is to try to avoid sacrificing the professional relationships at the workplace present between managers and subordinates, being able to still enforce deadlines, whilst being able to have tasks performed willingly by your followers.

Making the transition:

Get involved in the struggles and challenges of your team. Ensure that any task you delegate is one that you can adequately understand and offer support to your staff when needed. Having skin in the game is one of the hallmarks of a good leader.

2. Learning Goes Both Ways

Management typically involves a one-way approach to communications which can sometimes stifle the confidence and learning curve of all stakeholders involved. This relationship happens when the manager is the only subject matter expert whilst everyone else supports mainly implementation. This can also result in over-management as managers tend to micro-manage when given full power over working ‘cogs’.

Leadership on the other hand embraces the prospect that managed personnel are inherently capable and have abilities that might be equally suited to handle various tasks even better than the leader. Basically, leaders know when to admit they don’t know everything and that they can be wrong.

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Making learning a two-way exercise empowers followers to be more daring and guarantees the evolution of the organisation over time. Knowing when to do this is the difficult part.

As a manager, you’ll need to conduct regular training to imbue staff with necessary skills and procedures to accomplish their tasks. As a leader, you need to open your mind to ensure that you don’t stifle potential and creativity within the team and workplace to create an environment where ideas are shared freely.

Making the transition:

Give your team ownership and credit for the work that they do and their various expertise. Acknowledge that you might not always be the best in every area and seek to instead help your team of professionals do their best work. Create an open environment where people are not afraid to speak up.

3. Go Further, or Go Faster

“If you want to go quickly, go alone. If you want to go far, go together.” – an African Proverb

Executives have a choice to pursue general efficiency or loftier goals overall as a priority in their management style.

Managers tend to optimise tasks for efficiency and speed whilst maintaining a good grip on control; while Leaders seek to relinquish control to empower teams to make their own decisions and pave the way in accordance to visions they set.

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Generally in smaller companies and even larger teams, this structure serves to encourage faster growth and efficiency in processes. The truth is that you can’t do everything on your own, leading a team is the way to move together, further and faster.

As a manager, there will be instances where you need to be ruthlessly focused on a priority task ahead, at times, speeding towards the finish line all on your own. Other times, you’ll want to lead your team to work together to fill any gaps in experience or quality. It’s about toe-ing the line and being versatile to play either role when necessary.

And sometimes, to have them follow you, you’ll need to show them instead of tell them. Overcoming your fear of public speaking is a good first step to take to become a more confident leader.

Making the transition:

See the pursuit of excellence as an exercise that you do together with your team. You work hard together, play hard together and reap the fruits together.

Your followers need to feel that they have a stake in the outcome you’re after and as a leader you must remember that no man is an island.

4. Invest in People, Not Just Process

Management can sometimes lead to de-humanisation when there is an over-emphasis on processes and formality. Global studies reveal that 79 percent of people who quit their jobs cite ‘lack of appreciation’ as their reason for leaving.[2]

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Playing the role of a leader is a lot more than following steps and learning about best practices. It’s about being an empathetic and authentic human being.

Try dishing out a few kind words on a job well done, create an environment where excellence feels just as rewarding and don’t let the context of work dampen human relationships you can develop with your team.

As a manager, it pays to invest in good processes that take care of itself so that the organisation can run like a well-oiled machine. However, processes are inherently still ‘powered by’ humans and you need to assume the role of a leader to keep your team motivated to take initiative to take these processes to the next level.

Making the transition:

Every executive is on their own journey in life and in their careers. We all seek growth, meaning and active progression. As a leader in your organization, you have to recognize that and lay the groundwork and pave the road ahead for your team members to grow and feel appreciated as human beings. Stop looking at problems through the lens of a body corporate, but begin to see how you can tackle it without compromising the morale or growth of your team.

Final Thoughts

In summary, being an effective executive or entrepreneur involves more than simply playing a single role of either a manager or leader. It’s about developing a unified mission that your team and you will work towards together, and creating the formal environment for it to be able to happen in a systematic fashion.

Essentially, great leaders are usually required to be great managers too.

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Endeavouring towards becoming both a strong leader and manager can sometimes seem like hunting for a ‘unicorn’ of an ideal. If you take the right steps towards it, I’m confident you’ll see a dramatic, but positive growth spurt.

More Resources About Leadership & Management

Featured photo credit: rawpixel via unsplash.com

Reference

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Eugene Cheng

Eugene is Lifehack's Entrepreneurship Expert. He is the co-founder and creative lead of HighSpark, offering presentation training for companies.

Why Leadership and Management Are Two Sides of a Coin How to Overcome the Fear of Public Speaking (A Step-by-Step Guide) How to Succeed in Business: 10 Skills Every Entrepreneur Needs How to Learn Business as an Aspiring Entrepreneur 10 Most Successful Entrepreneurs (And What to Learn from Them)

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Last Updated on July 21, 2021

The Importance of Reminders (And How to Make a Reminder Work)

The Importance of Reminders (And How to Make a Reminder Work)
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No matter how well you set up your todo list and calendar, you aren’t going to get things done unless you have a reliable way of reminding yourself to actually do them.

Anyone who’s spent an hour writing up the perfect grocery list only to realize at the store that they forgot to bring the list understands the importance of reminders.

Reminders of some sort or another are what turn a collection of paper goods or web services into what David Allen calls a “trusted system.”[1]

A lot of people resist getting better organized. No matter what kind of chaotic mess, their lives are on a day-to-day basis because they know themselves well enough to know that there’s after all that work they’ll probably forget to take their lists with them when it matters most.

Fortunately, there are ways to make sure we remember to check our lists — and to remember to do the things we need to do, whether they’re on a list or not.

In most cases, we need a lot of pushing at first, for example by making a reminder, but eventually we build up enough momentum that doing what needs doing becomes a habit — not an exception.

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From Creating Reminders to Building Habits

A habit is any act we engage in automatically without thinking about it.

For example, when you brush your teeth, you don’t have to think about every single step from start to finish; once you stagger up to the sink, habit takes over (and, really, habit got you to the sink in the first place) and you find yourself putting toothpaste on your toothbrush, putting the toothbrush in your mouth (and never your ear!), spitting, rinsing, and so on without any conscious effort at all.

This is a good thing because if you’re anything like me, you’re not even capable of conscious thought when you’re brushing your teeth.

The good news is you already have a whole set of productivity habits you’ve built up over the course of your life. The bad news is, a lot of them aren’t very good habits.

That quick game Frogger to “loosen you up” before you get working, that always ends up being 6 hours of Frogger –– that’s a habit. And as you know, habits like that can be hard to break — which is one of the reasons why habits are so important in the first place.

Once you’ve replaced an unproductive habit with a more productive one, the new habit will be just as hard to break as the old one was. Getting there, though, can be a chore!

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The old saw about anything you do for 21 days becoming a habit has been pretty much discredited, but there is a kernel of truth there — anything you do long enough becomes an ingrained behavior, a habit. Some people pick up habits quickly, others over a longer time span, but eventually, the behaviors become automatic.

Building productive habits, then, is a matter of repeating a desired behavior over a long enough period of time that you start doing it without thinking.

But how do you remember to do that? And what about the things that don’t need to be habits — the one-off events, like taking your paycheck stubs to your mortgage banker or making a particular phone call?

The trick to reminding yourself often enough for something to become a habit, or just that one time that you need to do something, is to interrupt yourself in some way in a way that triggers the desired behavior.

The Wonderful Thing About Triggers — Reminders

A trigger is anything that you put “in your way” to remind you to do something. The best triggers are related in some way to the behavior you want to produce.

For instance, if you want to remember to take something to work that you wouldn’t normally take, you might place it in front of the door so you have to pick it up to get out of your house.

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But anything that catches your attention and reminds you to do something can be a trigger. An alarm clock or kitchen timer is a perfect example — when the bell rings, you know to wake up or take the quiche out of the oven. (Hopefully you remember which trigger goes with which behavior!)

If you want to instill a habit, the thing to do is to place a trigger in your path to remind you to do whatever it is you’re trying to make into a habit — and keep it there until you realize that you’ve already done the thing it’s supposed to remind you of.

For instance, a post-it saying “count your calories” placed on the refrigerator door (or maybe on your favorite sugary snack itself)  can help you remember that you’re supposed to be cutting back — until one day you realize that you don’t need to be reminded anymore.

These triggers all require a lot of forethought, though — you have to remember that you need to remember something in the first place.

For a lot of tasks, the best reminder is one that’s completely automated — you set it up and then forget about it, trusting the trigger to pop up when you need it.

How to Make a Reminder Works for You

Computers and ubiquity of mobile Internet-connected devices make it possible to set up automatic triggers for just about anything.

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Desktop software like Outlook will pop up reminders on your desktop screen, and most online services go an extra step and send reminders via email or SMS text message — just the thing to keep you on track. Sandy, for example, just does automatic reminders.

Automated reminders can help you build habits — but it can also help you remember things that are too important to be trusted even to habit. Diabetics who need to take their insulin, HIV patients whose medication must be taken at an exact time in a precise order, phone calls that have to be made exactly on time, and other crucial events require triggers even when the habit is already in place.

My advice is to set reminders for just about everything — have them sent to your mobile phone in some way (either through a built-in calendar or an online service that sends updates) so you never have to think about it — and never have to worry about forgetting.

Your weekly review is a good time to enter new reminders for the coming weeks or months. I simply don’t want to think about what I’m supposed to be doing; I want to be reminded so I can think just about actually doing it.

I tend to use my calendar for reminders, mostly, though I do like Sandy quite a bit.

More on Building Habits

Featured photo credit: Unsplash via unsplash.com

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Reference

[1] Getting Things Done: Trusted System

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