Mark McClanahan
A leader’s role is to accomplish two things. The first is to develop good, high-performing individuals, and the second is to produce desired results. These are not mutually exclusive. And frankly, a leader would be hard-pressed to produce desired results without developing good people.
Much is written about the difference between leaders and managers, and all present excellent juxtapositions displaying these differences. Differences set aside, you cannot be a good leader without being a good manager. This concept should be viewed through new lenses as an extension of the roles, not differences between the roles.
Let’s consider the four most important tools of an effective manager: one-on-ones, feedback, coaching and delegation. One cannot manage people well without these tools. So, if one of a leader’s roles is to develop people, then the same important tools should be used by leaders. Sure, there are examples of leaders who aren’t good managers, but they are few and far between, with countless leaders who are also effective managers.
When we develop current and future leaders at Mosby Building Arts, we train people on these four management tools to form the foundation of their future in leadership. We know each of these tools has unique purpose for leading.
One-on-ones act as an engagement vehicle. This is where the leader nurtures his or her relationships with direct reports. Feedback adjusts behaviors. This allows the leader to provide the employee with desired future behaviors. Coaching improves skills. The leader takes a broader approach with the employee for development. And delegation stretches the direct report. It allows the leader to pass down important responsibilities that will allow the employee to spread his or her wings.
Mark McClanahan (mmcclanahan@callmosby.com or 314.909.1800) is the president at Mosby Building Arts.
Submitted 7 years 341 days ago