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Do you lead or do you manage?

Think of someone you admire in the business world and look at their successes. What qualities do they display? You may only see one or two of their qualities, but you can be sure that they will have strong behavioural qualities in many other areas.

Take Richard Branson, famous for a wide range of enterprises from airplanes to music to financial services. Branson’s creative vision, desire to challenge conventional thinking and passion for customer value have led to the Virgin brand image being one of the most powerful in the world. In challenging standard business practices by putting employees first, customers second and shareholders third in the pecking order of importance, Branson has endeared himself to those who work with him, for him and against him!

It is often said that good leaders are born and not made but how much of this is true? Strong leaders generally display certain skills which have an impact upon the people they meet. They believe in effectively communicating with all people, appreciate the power of teamwork, pay attention to individuals and display a strong, visible personal commitment.

In terms of their own personal characteristics they are often charismatic and energetic. They also display a strong self-knowledge, clear vision, and a keen focus on objectives. In addition, many display high levels of courage, integrity and respect. Overall, they have passion for what they do. So, it’s unlikely that they are born – most leaders simply have a vision of what they want to achieve, where they want to be and know how to get there. It’s much more likely that they develop with the help of others or are coached along the way.

Tom Peters, the management consultant and guru, encapsulated a simple approach, alien to many large businesses in the form of MBWA – managing by walking about. Strong leaders will perform this function regularly to ensure that they are fully up to speed with issues surrounding innovations, customers and employees generally.

It’s easy to forget that there are valuable traits in managing generally that are not always displayed by strong leaders. A manager is usually very strong on the principle of control (especially financial control) as well as processes and administration. Leaders have a tendency to avoid administration and managing resources.

Maybe the ideal is a strong leader with management qualities or a good manager who recognises leadership characteristics!

Steve Burnside