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Leading and Managing A balancing act

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So welcome to the second lecture on in the fourth section of this course, the organic leader learning to lead from within. This is about the difference between leading and managing. And as you saw in the first lecture, a number of experts, such as john Kotter, and Nancy Dixon and Michael clen, so give you some different perspectives on what the differences are between managing within your organization versus in your organization management's about how we do things, whereas leadership's more about why we do things. management's more about the mission, the actual more tangible sense of what's required to get things done, whereas leadership's more about the vision for the organization, where are we going, some sense of inspiration for how we're going to get there. So while they have distinct folk is on management leadership, there is also some some crossover between them As this slide here indicates, on the one hand management is more about the hard skill activities that a business undertakes, you know, that the outputs that's required the objectives that that are being set the, the operational requirements to actually produce outcomes for for customers, you know, setting budgets, no sort of tangible sort of technical skills, but they're quite visible, if you like it from that perspective.

So that's a management focus on the leadership's got more what's often referred to as the soft skills focus, so, the interpersonal the people part of the business, whereas the, the vision and the energy and the inspiration going to come from, so those are quite distinct. One system management one sits in leadership. They the third bullet point in the table On screen shows is that in fact being able to achieve objectives predominant within through your team is more of a management focus. So it's it's how do we actually get things done? Again, you're articulating methods and processes and procedures to actually make that happen. So we've got a team, we're going to organize them set their objectives, as we saw, in the previous section, we talked about leadership styles, how are we actually gonna make that happen?

But then there's these sort of last three areas where the crossover occurs, and there's a little bit of leadership and a little bit of management and it's much more gray as to whether or not we consider it to be predominately a management focus or predominantly a leadership focus. In fact, it's a bit of both and or could be characterized either way, depending on the particular example you're looking at the approach that you take. So when it comes to motivating your team, you can sit down and help to translate what's required. To ensure that the objectives are lined up properly, you know, take a more tangible approach to setting forward what what needs to happen. Or you can do more of a speech style approach, which would be more of a leadership style as opposed to management style. But they're both built around the foundation saying that the primary activity to undertake here is to motivate my team.

And I then have a choice on whether I want to take a more managerial approach to doing it or more of a leadership approach. Or in some instances, you'll say, Actually, I'm going to use both, but I might use them interchangeably at different times, according to what's what's required or just keep things fresh, in a sense. Similarly to motivating your team, there's actually coaching and developing your team. You can sit down and do, you know, personal professional development plans with your team, which would be more of a managerial task because it's quite prescriptive, again, tangible, it's process and procedure oriented or you can sit down and have almost Sort of quiet one on one conversations with people with a small group of people that actually talks to them more about how you can help to boost their confidence, how they can approach their tasks a little bit differently than they have done before.

In that focus on the interpersonal suggests that it's more of a leadership focused activity. So but again, you could take a managerial approach or leadership approach or do a bit of both, alternately, for example, and then finally, how do you focus your team when you know when when you need to make sure that they're staying on target, you can do that through a more goal setting orientation, or you can take a more managerial or you can take an approach that's actually calling out and trying to empower them more or trying to, you know, rev people up through a series of more inspirational talk is a call guys this will be focusing on let's let's really Go hard because Christmas is coming and we need to get these things down. So they do coexist. Sometimes it's more management focus, sometimes it's more leadership focused. And sometimes it's both and without trying to make life harder for you.

Insane, you know, is it management is leadership. Ultimately, you need to become good at both management and leadership if you're going to be an effective and successful 21st century organic leader

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