CHAPTER
5
ARE
WE MANAGING LADDERS
Leaders
know where they want to reach. They point up toward the spot that's so high
those standing next to them don't always see it.
First,
I want to make it clear that leaders aren't superior and neither are managers.
One is not more important than the other; however, they are different.
Second,
we need to recognize which one we are, because if we are leaders in managers'
position we are frustrated and ineffective. Just as true, if we're managers in
leaders positions were killing the organisation.
Leaders | Managers
Emphasize
what and why | Emphasize how and when
Work
from the future back to the present | Work from the past to the present
Focus
on the long term | Focus on the short term or immediate
Embrace
a macro-perspective | Embrace a micro perspective
Favor
innovative thinking | Favours routine/save thinking
Seek
to balance idealism with realism | Emphasize pragmatism over idealism
Show
revolutionary flair | Protect the status quo
Clarify
the vision: inspire and motivate | Implement the vision
Excite
others by change | Are threatened by change
Decide
quickly | Decide slowly
Identify
opportunities | Identify obstacles
Take
risks | Avoid risk
Pursue
resources | Actions limited to available resources
People
centred | System centred
Idea
centred | Plan centred
Centre
on core issues | Distracted by peripheral issues
Want
others' approval | Need others approval
Do
the right thing | Do things right
OBSERVATIONS
ABOUT LEADERS AND MANAGERS
Leaders
and managers complement each other.
Both
need to work in the area of their strengths.
Successful
managers aren't always successful leaders; successful leaders aren't
necessarily successful managers.
We
need to evaluate the success of managers differently from the success of
leaders.
We
consider managers successful when they operate the organisation efficiently as
well as deliver services on time and within budget.
We
consider leaders successful when they enable the organisation to grow in its ability to serve the community by discovering new needs, expanding the
resources base, and innovative approaches to service delivery, and when they
energize or transform the organisation.
Leaders
know where they want to reach. Managers know exactly where to position the
ladder for maximum benefits.
If
we are managers, we pride ourselves on being practical. If we are leaders, we pride
ourselves on being imaginative and visionary.
Leaders
focus on the future. They work from the future back to the present to show
others how to get to the fulfilment of their vision. Managers conceptualize by
walking from the past to get to the present. They build on the past to work
efficiently in the present.
If
we switch managers into leaders' roles, everything stalls. If we try to make
leaders into managers, they can't take their eyes off the skies long enough to
figure how to strengthen the ladder or position all the people they need.
Those
who know how will always work for those who know why.
Change
excites leaders and it frightens managers. We need both. Healthy fear is an
ally.
Leaders
identify opportunities; managers identify obstacles.
Leaders
take risks; managers avoid risk. The larger risk is to refuse to take a risk.
If we wait until we are 100% sure were already too late
MAKING
DECISIONS
We
have four questions we need to ask before we make our decisions - and
those four must be in the right order.
1.
Does this go along with our vision, mission, and core values? The fewer things
an organisation does, the better off they are because they can focus and do all
of them well.
2.
Do we have the heart to make this happen? (Zeal and commitment).
3.
How will God be glorified?
4.
How much will it cost? We don't discuss money until we answered the first three
questions. No one can bring up the cost factor unless we have positive answers
to the first three.
Leaders
see the empty coffers and know they can fill them; managers see only that the
coffers are empty.
Salvation
is free, but ministry is expensive.
For
leaders, people's approval is a want; for managers, approval is a need.
The
best ladder holders are excellent managers. Once they devise a plan, they can
make things happen.
For
leaders, ideas, concepts, visions, dreams, and entrepreneurship, fills their
tank, puts a smile on their faces, and
makes them excited. For managers, fulfilment, affirmation, and encouragement
are the major motivators.
Managers
get the most out of themselves, but leaders get the most out of others.
Source: Who's Holding Your Ladder by Samuel R. Chand
