Why some people manage, while others lead.
This is a great question, and I suppose there are many different answers. I believe much of it comes down to what you know, and how you have been managed or led before.
If you have never experienced good leadership, it’s likely you may never become a good leader. It’s almost instinctual to believe that managers have a very specific role. Assign tasks, set expectations and timeframes, then drive your staff to accomplish the goal. It’s what we learned, and it’s usually what we see when we first enter the workforce. So, you become what you know.
After all, as a manager you will be held accountable for the success, or more importantly, the failure of your team. I have been there, and it’s not comfortable trying to explain why you missed a deadline, did not satisfy the shareholders, or have an employee who is out of the office far too often. After a few of those conversations it is very easy to say “No more. I am clamping down on these people” and become the tough, disciplinary manager.
Leadership is hard. Don’t let anyone tell you differently. Many people will say you’re too easy on people, you let them get away with too much, you’re not a good manager. And again, you shouldn’t set out to be. Good leadership requires humility, strong social skills, and a willingness to let go of control. You must be able to communicate, empathize, and trust your people, and you must have a willingness to take the blame. That is why leadership is not easy, or comfortable for everyone.
When things do not go right and you are in the hot seat with upper management, it’s your fault. Every single time. If you are a leader, you are to blame, because you are never going to tell a team member “get this done or it’s your problem.” No, you are inspiring them, empowering them, encouraging them to do their best. And if they fail, then you did not provide them with the tools, motivation, or support they needed to succeed. That is the leadership mindset. A manager tells upper management “I explained the consequences to the staff and now I will enact them.” A leader says “I am sorry, this is on me. It was my failure that the project did not meet expectations. I will make the necessary changes.”
Can you do this? Are you willing to do this? If not, it’s understandable. It can be very uncomfortable, and its possibly career limiting. But if you can, you will build a team that feels comfortable making mistakes, taking calculated risks, and working outside the box. And why is that a good thing? Because those things drive growth. Learning from mistakes, finding breakthroughs, trying unconventional ideas, all of it makes your team stronger, smarter, more efficient, and more creative. The bigger failure, in my opinion, is taking no risk at all. Sticking strictly to the safe path, becoming stagnant, ignoring the benefits of emerging technologies and innovation. That’s not caution. That’s fear.
Are you willing to take the risk and reap the rewards?