L.E.A.D.E.R.S. Versus M.A.N.A.G.E.R.S.

1. What is A L.E.A.D.E.R.?

Getting their hands dirty with their team, they have a “let’s do it together approach.”

Leaders- Liaison with Employees and Assist with Delivering Efficient Results.

They aspire to improve and do not see constructive criticism as insults.

Leaders are very skilled and competent and are not egotistical and prideful.

They are unafraid to ask for advice and seek consultation. They have emotional intelligence meaning when it comes to others feelings they are very mindful.

They are confident in themselves and do not look at others as a threat. In fact, they will give you the resources you need to get to the top. They know making meaningful connections alongside of professional development will help you catapult.

They know in the business world you are paid with two coins —money, and experience. Take the experience and the money will come later, Knowledge is the only way to get into success’ vault.

2. What is a M.A.N.A.G.E.R?

Managers provide; Minimal Assistance Never Attributing to Goals & Effective Results.

Micromanaging is their style —treating the workplace like a playground, only seeing the members of their staff less than adults.

They are incapable of building amicable work relationships; staff and managers have a bad chemistry. On themselves, is where they exert all of their energy.

They don’t know the art of sketching and sculpting an organization; they are too concerned with painting their own imagery.

When co-workers know more than them in a particular area of their expertise, they develop jealous tendencies.

They will take the necessary steps to hinder them from developing their career relentlessly.

They are self centered and use people’s strengths for the benefit of their goals. They glorify the “Take the credit and let them do the work” mentality which is a tactic of power that has been used for centuries. They externally portray themselves to be a team player, but they are self centered mentally.

They blame everyone around them for the failure of a goal instead of focusing on the part they played in the failure fundamentally.

They cannot handle constructive criticism — taking it personal or as an attempt to inflict injury on their character.

They have a distorted self of identity and express themselves pretentiously—

seeing anyone who is building and professionally developing themselves as a workplace enemy.

Managers never ensure people are able to perform their jobs independently without constant supervision.

They think the more people can do on their own eliminates the need for them, and takes away from their recognition, as they keep co-workers depending on them contacting them for every decision to retain their position. They are insecure and are very much aware to the fact that they lack a competency in some area(s) within their position.

They bump heads with anyone who has initiative and who can operate independently not realizing this is an unnecessary collision.

They have a “oh he/she wants to take my job” mindset. But they have the wrong ideation and vision because this is not every subordinate’s intention.

So they begin to abuse their power, amend policies —making frivolous revisions, to where they only benefit from the newly formed policies and provisions— attempting to rid of what they see as a “threat or competition”, while subjecting staff to a hostile workplace environment — hoping they quit because of the conditions or to where it ends with termination being the disposition.

3. What A Workplace Should Be

Workplace should have parameters but it should not feel like a prison.

If employees are required to work over time, or stay late, it should not feel like detention.

It should not have people being overly supervised in order to meet the requirements in their job description. Persons in a power who have direct reports should not make employees feel like they are imprisoned.

A workplace should provide a ladder, a career ladder for ascension.

A workplace should also not have people in power who have demeaning personalities, and no empowerment in their intentions, reducing turnover, and promoting employee retention.

The workplace should be free of retaliation and vendettas.

A workplace should focus on output and not only the performance of work to a measurable precision. A workplace should not abuse employees and if there are “other duties as assigned,” include the omissions.

“You get what you pay for,” is an outdated, vintage superstition. Workplaces that are filled with positive energy retain employees better because staff love the environmental conditions and employees willfully follow the vision the company envisions. Without subjective coercion, workplaces should focus on unity —so that all employees may attribute to the success of an organization, its initiative, company vision, and the statement within its mission.