Attribution: U.S. Navy http://www.navy.mil/view_image.asp?id=46256

 

Most people who head an organization – whether it’s a public-works department, a city government or a county agency – probably consider themselves either a born leader or a natural manager. Even though most people lean in one distinct direction, the success of any organization depends on competence in both roles at the top. Managing and leading require different skill sets and mindsets. Knowing the difference, and striving to improve in both roles, will help your own personal performance and that of your organization.

A leader is a big-picture person, the human side of a successful organization. He or she sets the tone, shapes the environment, establishes goals and motivates people. Leaders often can imagine an alternative future for their organization and work to make it a reality. A manager makes sure the processes of the enterprise function well. He or she takes the tools at hand and uses them to accomplish results and enforce accountability for the team. Managers tend to like their visions written down and posted on a wall so they can check off accomplishments and measure their progress.

The best leader has well-developed management skills; the best manager has well-developed leadership skills.

The secret to being more effective is to know your own tendencies and work harder on the things that don’t come naturally to you. A detail-oriented manager who loves process and performance measures can still inspire others to dream big and accomplish much. And a leader who generates tons of exciting ideas won’t be very successful unless he or she can translate them into concrete action. Staffers in any department or agency will do best when they report to someone who excels at both leadership and management.

If you’re a born manager:

• Leave the to-do list for a moment and think instead about the image you’re projecting to the people you work with. Employees will take their cues from their leader’s behavior: an accessible, approachable leader will encourage employees to do their best, while an aloof leader who seems to sit around issuing edicts can drag down an entire enterprise.
• Set aside regular time to think about the big picture for your organization. Where do you want it to be six months from now? Five years? Figure out what’s holding it back and brainstorm strategies to move it toward your vision.

If you’re a natural leader:

• As you’re generating great ideas, follow them with the business processes needed to enact them. Who will take responsibility for carrying out your innovation? Include them in the planning and see how they can improve your idea or offer constructive criticism of it.
• Go back and do a post-mortem on an initiative that didn’t work. Did the idea behind it miss the mark, or was there a lack of execution? Use the example to create a plan to execute future initiatives, or you’ll risk being seen as someone who can’t turn an idea into reality.

Whatever your innate instincts are, you’ll be most effective if you let them shine and also push yourself to develop the stuff that doesn’t come naturally. Whether you’re a natural leader or a born manager, the people you work with and the organization you work for need both your leadership and your management skills to be successful.

About the guest blogger:
Jerry Newfarmer, former city manager of Cincinnati, Ohio, and San Jose, Calif., is president and CEO of the government-consulting firm Management Partners. He also served as city manager of Fresno, Calif., and assistant city manager of Oakland, Calif. Newfarmer, a national leader in local government performance management, has been active in ICMA throughout his career.

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