Introducing the Leader/Manager: No. 6 - Leaders vs Managers
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Friday 29 August 2008 |
Having received a rather angry comment from Ben Simonton (see 27 Aug), I thought it worth a further reply. I fully agree with everything Ben wrote (and wrote very well) and thank him. He just chose the wrong target! So let's move on - together. Let me share my own experience:
In running Debriefing workshops using 360 Facilitated® (the Leader/Manager Model™ questionnaires), I often found an interesting response when I asked middle managers what they were expected to contribute in the area of leadership (the top half of the model). "We're not supposed to do that" was a comment I heard more than once. What a shocker! Managers not supposed to lead! We tie one arm behind your back and now you work for us - do your very best.
The Leader/Manager Model strongly promotes distributed leadership, shows what it means and lets you measure whether or not it's happening. Any organization that doesn't go that route is half crippled and will never achieve its full potential.
At the same time, promoting 'leadership' as if it were a new species, superior to 'management' and leaving 'managers' behind, is equally foolish. We must balance leadership and management to get the synergy of real contribution - both keeping the lines running and rethinking tomorrow. The genius of Peter Farey's model is that it makes this approach quite specific and definable.
It has been estimated (source?) that the average managers spends 97% of their time on the present, and 3% on the future. Doesn't that explain a few things?
So thanks again, Ben, for raising the issue, it is certainly worth a reminder.
(More about the Leader/Manager Model in the near future).
[more]Labels: 360 Facilitated, 360 feedback, Leadership |
posted by Dr Ron @ 08:45  |
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| 4 Comments: |
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Ron,
You wrote "Having received a rather angry comment from Ben Simonton (see 27 Aug), I thought it worth a further reply."
Not sure how you concluded that I was angry because I was not angry in any way. I was only trying to correct what I saw as a misrepresentation of reality.
I did state that I thought, based on my 30+ years of managing people, that you were doing a disservice to both leaders and managers. I said this because you indicated that making things more efficient and such would not be done by a leader and that caring about people would not be done by a manager. Doing both is exactly what good managers and executives do. The clearest latest example would be Google.
Best regards, Ben
Author "Leading People to be Highly Motivated and Committed.
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Dear Ben
Given that you have completely missed the point of the L/M Model, it might be worth your looking back and seeing what it's all about. Check for example 25 June.
As to being angry, many people are unaware of their own feelings (especially men). Other people, however, pick them up and react to them.
I don't think I have anything further to say. My time is valuable, so is yours.
Best wishes
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Hey, I have read enough to know I am keen to learn more about the concept of measuring leadership. I currently do this a number of ways but would love to read more on the Leadership/Manager way of measurement. Where can I read more? I note your reference to July 25 - where is that?
Looks really interesting
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Hi Ian
There are 5 postings or more on the Leader/Manager Model. Just scroll down to get them. Number 4 covers a lot of ground. If you would like to check Peter Farey's orginal article you will find it at www.360facilitated.com/articles.html
As regards your other comment, yes, you can certainly use the Leader/Manager Model as a way of monitoring how you relate in your one-to-one sessions, whether you are placing emphasis on what's happening now, and improvement, or on what could/should happen in the future (and on how both these things are important). And, of course, you may be talking People or talking Task. Great model!
Good luck.
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Ron,
You wrote "Having received a rather angry comment from Ben Simonton (see 27 Aug), I thought it worth a further reply."
Not sure how you concluded that I was angry because I was not angry in any way. I was only trying to correct what I saw as a misrepresentation of reality.
I did state that I thought, based on my 30+ years of managing people, that you were doing a disservice to both leaders and managers. I said this because you indicated that making things more efficient and such would not be done by a leader and that caring about people would not be done by a manager. Doing both is exactly what good managers and executives do. The clearest latest example would be Google.
Best regards, Ben
Author "Leading People to be Highly Motivated and Committed.