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Articles tagged "Develop Next Generation of Leaders"

Good Managers Are Not Necessarily Good Leaders

Good Managers Are Not Necessarily Good Leaders
I was speaking with a client recently about his company’s heir-apparent: his son. He wants his son to take over as the company “leader” in a few years. His son is very organized. He runs a solid department, manages his staff well, satisfies customers 90+% of the time, and manages his project and department budgets well. However, he’s lost when it comes to thinking long-term, studying the industry and competition, identifying new opportunities to pursue or ponder, or in developing the company – or his department – into stronger more viable entities. His son is a good manager. His son may not be a good leader.

The difference in management skills and leadership skills are as vast as the difference in front-line customer service skills and supervisory skills. Yet how often do we see the most effective customer service representative get promoted into the supervisory slot? The typical – and quite often – incorrect – thought process is, “Well, if she’s great at customer service, she’ll be great at supervising others too.” Wrong.

Each position requires its own unique set of skills; skills that are not necessarily transferable. Too often, by promoting the best manager or customer service representative into a position they are not suited to fill, we just end up losing a good manager or a good customer service representative and we gain a poor leader or supervisor.

Good managers are capable of tracking the daily, weekly, monthly, quarterly, and yearly activities of their respective areas of responsibilities. They’re good at managing, supporting, and challenging their employees. They use the resources they have to their fullest, and regularly discover new ways to get the most out of what they already have. They meet deadlines. They manage projects. They manage resources, facilities, people, supply chains, and customer demands. They look at the here and now. They focus on implementing the plan that’s been established. They focus on getting the job done.

Leaders, on the other hand, focus on establishing the plan. They’re responsible for taking the organization on journeys of growth, change, and development. Leaders look to the outside for trends, opportunities, and hazards. They study the competition; the economy; and the shifts in cultures, trade practices, religions, ethics, philosophies, and politics. They anticipate what the world will look like and then develop a plan to state how and where they’ll fit in.

Good managers and good leaders are each vitally important to an organization. Each helps the organization’s plans for the future become a reality. However, good managers may not necessarily be good leaders. Good leaders may not necessarily be good managers.

Don’t lose a good manager by creating a poor leader.

 

Copyright MMIV – Liz Weber, CMC, CSP – Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890
Liz and her team work with leaders to create focused plans for their organizations’ future. Then they work with the leaders to ensure their plans are implemented effectively.

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Posted by Liz Weber CMC on July 17, 2012 in Leadership Development, WBS and tagged , , , ,

 

Can You Exit Your Business Profitably?

Can You Exit Your Business Profitably?Besides the desire for control and independence, many of us start our own businesses to also determine our own financial futures. However, as we move closer to our retirement years, being able to retire in a financially comfortable manner may not be a reality if we haven’t created a business that will allow us to do so.

Being able to retire in a financially comfortable manner may not be a reality if we haven’t created a business that will allow us to do so.

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Posted by Liz Weber CMC on August 21, 2018 in Succession Planning and tagged , ,

 

Strategic Workforce Planning – Build Depth & Develop Talent

How to Create a Strategic Workforce Plan – Build Depth & Develop Talent in 15 StepsThe Vice President of Human Resources called. “I need to create a Strategic Workforce Plan for our company, get our leadership team on-board, teach all managers how to do this, and then implement this thing. How do I create this so it makes sense and doesn’t alienate everyone in the process?” That’s a great question, because the key issue is not “How do I do this?” The key issue is, “How do I get the leadership team on-board with me to design, implement, and use this plan to ensure we have a talented and flexible workforce now and in the future?”

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Posted by Liz Weber CMC on February 26, 2018 in Succession Planning and tagged , , , , , ,

 

Create A Leadership Development Program That Actually Will Build Leadership Depth

Create A Leadership Development Program That Actually Will Build Leadership Depth

I received a call last week from Trent, a senior manager. The executive team is keenly aware their organization lacks leadership depth and they need to act now. Their managers and ‘high-potentials’ have good technical skills, but are not equipped with the skills needed to effectively lead now, much less manage and strategically lead the organization as they want it to be 3, 5, and 10 years from now. So, they’ve initiated a leadership development program. Sounds great so far right? Yeah, I thought so too…

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Posted by Liz Weber CMC on January 23, 2018 in Leadership Development and tagged , , ,

 

You Already Know What to Do

You Know What to Do

How many podcasts, articles, posts, or chats have you listened to, read, or participated in, just this week, hoping to gain another tip to propel you, motivate you, or teach you how to be a better leader? How many? 1, 2, 5, 10, more? Now here’s an ugly question: What specifically have you done with the information you’ve heard or learned? I’m asking this question because it typically triggers glares from business owners, company directors, and leadership team members when I ask it of them.

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Posted by Liz Weber CMC on December 19, 2017 in Leadership Development and tagged , , ,