How Managers Become Leaders
Only 1 in 10 managers actually have the talent to manage. But lacing on leadership shoes is like discovering you’re lactose intolerant after devouring a container of ice cream.
Leaders manage and managers lead. The line between manager and leader is often fuzzy.
The closer you stand to the frontline, the more the needle shifts toward manager. But the needle always shifts toward leader when you move up.
Moving from management to leadership requires letting go of activities that earned you a promotion in the first place.
John Kotter explains the difference between manager and leader here.
Leaders who struggle after being promoted manage too much and lead too little.
The more and less of becoming a leader:
Manage projects – less.
Develop people – more.
You’re great at managing projects. Now you manage people who manage projects.
When you don’t make the transition well, you disempower your team with meddling.
Both managers and leaders develop people, but successful leaders spend more time developing people. I heard Jack Welch say he spent at least half his time as the CEO of GE developing people.
Leadership challenges become opportunities when you enable talented people.
Solve problems – less.
Help others solve problems – more.
Leaders create environments where people solve problems, instead of solving them themselves.
Give answers – less.
Ask questions – more.
You aren’t the expert anymore. You have a team full of experts.
A leader who knows too much is a pain in the butt. If your boss did your job before she was promoted, I pity you.
7 Shifts:
Michael Watkins, author of, “The First 90 Days,” describes 7 seismic shifts managers face after they’re promoted. (HBR)
- Specialist to generalist.
- Analyst to integrator.
- Tactician to strategist.
- Bricklayer to architect.
- Problem solver to agenda setter.
- Warrior to diplomat.
- Supporting cast member to lead role.
How do managers become leaders?
Frankly, i can still hear the words from many years ago…
Your mindset needs to shift from “doing it” – to “getting it done” through your team/deptartment.”
It may not be a complete definition, but it became a working definition for me.
Thanks Ken. Powerful and clear. Nothing like a simple phrase to help clarify an issue.
Good Morning and loved today’s read, its a fine line as mentioned… also liked Ken’s simplification in comment. Developing people portion I notice sometimes ending up with missed approach too. have a nice weekend
Thanks Pat. Yes, it’s with pressing issues all around it’s easy to neglect people development. Cheers
The line “You’re great at managing projects. Now you manage people who manage projects” should read:
“You’re great at managing projects. Now you lead people who manage projects.”
Good catch, Rene. I think the emphasis you suggest makes sense on this post.
While it’s a simple concept, it is harder for some to transition. I once heard it said that promoting your best sales rep can result in a poor leader and a loss of your best sales rep.
Thanks David. Sometimes the simple things are the hard things. 🙂 For anyone who loves the dramatic, simple things are underwhelming and dissatisfying.
Kotter, Welch, Watkins… what a great synthesis of information this morning. I would love to hear/read your thoughts on those 7 transitions! Future posts perhaps??
Thanks Dan. Great suggestion. Who knows?? BTW, the link to Watkins’s article is helpful. He did a masterful job with this.
Here is my thoughts on the debate.
So glad you shared some extra content. Thanks Paul.
I work for an audit group. When folks are first promoted from staff auditor to auditor-in-charge (responsible for running the audit), we give them training in various topics. I always make sure to reiterate multiple times during my session with them that they have to step back from the work and step up to the project management aspects.
Thanks Jennifer. Sounds like the voice of experience. Transitions include some surprising challenges.
To add another voice to your subject, check out Kevin Armstrong’s book, “The Miracle Manager”! Give you a whole new, and important perspective! Thankx.
An interesting post and you have explained nicely. Developing people and creating the right environment for people to excel in their performance are the key responsibilities of any leader. He needs to focus more on the newer and larger tasks and leave behind what he has done in his last role if he wants to really succeed further with useful contributions.
An interesting post and you have explained nicely. Developing people and creating the right environment for people to excel in their performance are the key responsibilities of any leader. He needs to focus more on the newer and larger tasks and leave behind what he has done in his last role if he wants to really succeed further with useful contributions.
That has some good points
[cid:image002.png@01D7DF9E.6167D320]
Kimberly Tomlinson, AIC
Casualty Manager
O: 405-218-5412
E: Kim.Tomlinson@afrmic.com
24 Hour Claim Reporting 800.324.7771
P.O. Box 24000, Oklahoma City, OK 73124