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Answer Upon - Are You Managing to Lead?
What has been already discussed many times is if it’s worth to outsource contractors or to employ your own full-time developers. So if you stick to outsourcing, this article will make you think about several issues that always follow the process.Let’s think wide, the fact that you use staff from outside your company allows you to reduce your costs for monthly salaries, social benefits, and taxes, insurance, rent payments etc. Those are the payments you should process permanently despite the possible fact that the com
4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.
In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only wit
Imagine if you never had to worry about winning, because you were taught your entire life that everyone is a winner. Your favorite after school activity was a video game and if you were about to lose you can always hit reset. Or, if you really had the desire to put forth some serious effort; you can log on the internet and find the "cheats" for beating the game!Imagine if you never had to worry about getting good grades because your grades were considered the responsibility of the schools, teachers and parents and be
In some instances, there do seem to be commonalities between the two and management techniques are sometimes confused with leadership traits. However, there are, I believe, some key distinctions to be made that radically separate the two.
Here then, are what I consider to be some key differences between a leader and a manager:
1. A manager administers. A leader innovates.
Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challenging the "status quo" to achieve bigger and better things.
2. A manager maintains. A leader develops.
As long as things are running smoothly, the manager is typically happy. The leader is never satisfied with the "status quo" or "the way we've always done it". Leaders are constantly asking for more and bigger things - of themselves as well as those they lead.
3. Managers rely on control. Leaders inspire trust.
Managers can feel threatened by subordinates who don't seem to be "towing the line". In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization.
4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.
In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only with
What do you want to be when you grow up? This is a question that everyone has been asked at some point in their life. If you were asked as a child, you most likely responded with, “a fireman, astronaut, or cowboy.” After a few years, you realized there were not many companies looking to fill their cowboy position. You figured out that you had to be good at math to be an astronaut, and you were no longer crazy about the whole “fire thing.”Then, along the way, you probably settled for a cubicle and a job that you d
Here then, are what I consider to be some key differences between a leader and a manager:
1. A manager administers. A leader innovates.
Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challenging the "status quo" to achieve bigger and better things.
2. A manager maintains. A leader develops.
As long as things are running smoothly, the manager is typically happy. The leader is never satisfied with the "status quo" or "the way we've always done it". Leaders are constantly asking for more and bigger things - of themselves as well as those they lead.
3. Managers rely on control. Leaders inspire trust.
Managers can feel threatened by subordinates who don't seem to be "towing the line". In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization.
4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.
In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only wit
Are you in the job market? Sick of every blog-byte cramming down your throat that you have to get out there and network? Feel like your traditional networking efforts have turned into a self-destructive waste of time? Online Social Networking (OSN), a form of viral marketing, is a better way to hook up to opportunity. Done right, it’ll do wonders for your self-esteem and warp-speed your contact development.Viral marketing is a marketing phenomenon that’s used to facilitate and encourage people to pass along
2. A manager maintains. A leader develops.
As long as things are running smoothly, the manager is typically happy. The leader is never satisfied with the "status quo" or "the way we've always done it". Leaders are constantly asking for more and bigger things - of themselves as well as those they lead.
3. Managers rely on control. Leaders inspire trust.
Managers can feel threatened by subordinates who don't seem to be "towing the line". In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization.
4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.
In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only wit
Have you ever been to a restaurant with lousy service? Even though the food is good, you won't go back because you refuse to be treated poorly. Have you ever stopped frequenting a retail establishment because you became tired of lousy service by a workforce that has no work ethic and perhaps give off those signals that they're doing you a favor? Think about an establishment that no longer has your business because the way they do business is just plain terrible.Let me ask you this....Did your doctor's office co
Managers can feel threatened by subordinates who don't seem to be "towing the line". In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization.
4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.
In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only wit
Compliance training gets no respect. Training managers view it as something of a bugaboo. Most trainees greet it with about as much enthusiasm as they would a parallel parking contest. So what is it, why do we need it, and how can we best go about it?Well, government regulations and business best practices dictate that you not only conduct certain courses but also maintain records to show that they have been taken and understood by all concerned. Not offering such training can jeopardize the health and safety of
4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.
In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only without also "visioning" can result in ending up at a destination you did not plan on.
5. The manager imitates. The leader originates.
While using "tried and true" methods isn't always a bad thing, someone else's methods may not be exactly right for every organization. Leaders aren't afraid to try new, and even unorthodox, methods to achieve optimum results.
6. Managers focus on product. Leaders focus on process.
While still holding to the principles of quality, productivity and efficiency, the leader is able to recognize the effort as well as the "end-product".
7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth.
Everyone likes a "pat on the back" for a job well done. However, managers rely heavily on things like "performance reviews", "appraisals" and "kudos" from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates.
8. Managers need subordinates. Leaders strive to develop other leaders.
Leaders are always in the process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be "passing them up".
9. Managers tell "what". Leaders share "why".
The manager is primarily concerned with simply giving the steps to achieve the desired result. The leader also takes the time to explain why those steps are crucial to the desired result. In doing so, the leader is also imparting
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