What are the significant differences between a leader and a manager?
leader and a manager
People have often mistaken a manager to be the same as a leader. However, these two couldn’t be any more different than each other. In this article, Larby Amirouche discusses what the key differences are between a leader and a manager.
If you’re in business looking for either one, or if you’re training to be one or the other, then continue to read on.
1) Managers finish the tasks at hand by setting goals, Leaders aim for the future by creating a vision.
This statement makes one thing apparent; a manager can help achieve a short-term goal effectively and efficiently. Meanwhile, a leader thinks more about the future through setting milestones instead of goals.
There’s a term specialized for managers, and that’s “micromanaging”. Managers take care of all the small things, usually with the end of the day or the end of the week in mind. Leaders think about the bigger picture, thinking more about how actions will affect quarterly reports, mid-year reports, and even the company’s image in four to five years.
2. Managers minimize risk by maximizing control, Leaders take risks.
It’s the job of managers to take care of the status quo. They dislike risk because it often causes disarray, problems, and other things that could hinder their progress and productivity.
Leaders look for this risk in order to try and make things better. They are willing to take the leap into something that might help them in the long run. This has to do with their visions for the long run or the bigger picture.
3. Managers tell people what to do, Leaders guide people toward success.
Checklists are great for managers. It allows them to keep track of who needs to do what, and when. That’s the main job of managers, telling people what to do, when to do it, and wait for the results. It often doesn’t change.
Leaders understand that not everything is a checklist. They push the people around them to greater heights by guiding them through individual tasks, or even self-growth. This is often a highly regarded trait that entails a lot of risk, as it would be difficult to gauge the success of growth through individual tasks and the lack of a checklist.
4. Managers read the numbers, Leaders read the people.
Numbers indicate performance, and anyone who tells you that numbers aren't important must not be a business-minded person. It’s the mindset of prioritizing numbers that make people managers. Knowing whether or not your performance is satisfactory through numbers is the specialty of managers alike.
However, numbers aren’t the only thing that matters. Often, managers forget the temperament of the people as well as behavioral aspects that only a leader can spot. Leaders are often bestowed with the skill of managing disputes, understanding behavioral discrepancies, and noticing the reasons why numbers are lower than they should be.
5. Managers direct, Leaders coach.
You can be told to do one thing or another through a series of orders from a manager. This is often the case, and you always perform how they want you to. They lead you from point A to point B without hesitation, and show you how to do your tasks. This is important because they themselves have picked out the most efficient way for these tasks to be affected.
However, growth can’t always be attained this way. Leaders act as coaches that only tell you that you need to get to point B, and shell out lessons you might need. They don’t tell you how to do things, and instead wait for you to learn and understand it yourself. This often helps you learn different things while also getting the job done.
Managers and leaders are very different roles. However, one isn’t always better than the other. In fact, in most cases, you’ll likely need one and the other in order to succeed. Managers and leaders go hand-in-hand in the real world, and having both will help make things easier for you.
Attaining success doesn’t rely on getting only leaders, nor does it rely on getting managers that care deeply about numbers. No, in fact, it relies on reaching a harmony between the two.
Larby Amirouche promotes the fact that the coexistence between leaders and managers are what drive the companies to achieve better results. One focuses on numbers, risk management, and control, while the other defines the long term goal by introducing risks, grooming the people, and letting everyone achieve their best selves.