There’s a big difference between managers and leaders. Managers manage paper and procedures, while leaders lead people. A generation or two ago, managing was all we knew. There was the boss and there were the subordinates. The boss’ job was to manage and control the underlings to ensure the task at hand was completed. When the underlings failed to comply, they were fired. Over the years, human rights issues came into the picture and managers had to find new and creative ways to establish the ranking system and keep the underlings under where they belonged.
While managers push people down to ensure their own job security, leaders build people up because they want to see the people they work with and their organization grow. Instead of catching people doing something wrong and punishing them, leaders catch people doing something right and reward them.
Over time, this “Bad dog, no biscuit” style of has proven to be less than conducive to productivity and profits. It also creates an “us and them” environment in the workplace, a big contrast to the new leadership that taps into the potential of every team member, creating a synergy that results in new levels of success.
When managers adapt their thinking, they go higher both personally and professionally by taking their people and their organization to the highest potential. John Maxwell once said, “You have to give up to go up.” Managers would have to give up control and give each member of the team power to challenge themselves and the processes that impede individual and corporate growth, but the thought of changing mindsets often threatens managers who are insecure in themselves and their position.
As managers continue to resist change, they will end up with a mediocre team and mediocre results. But those who take the risk of hiring people better than themselves and encouraging them to reach even higher will get the best results with the best reward of all.