2. What is a leader?
What is a manager?
Leader
Noun
the person who leads or commands a
group, organization, or country.
Manager
Noun
a person responsible for controlling or
administering an organization or group of staff.
4. How to develop leadership?
Develop the courage to take risks.
‘I believe you should never take a job you are absolutely
sure you can do.’
CEO of Pfizer
5. How to develop leadership?
Learn from both bad managers and good managers.
6. How to develop leadership?
Find opportunities to diversify your knowledge.
Leadership is not taught - It’s developed!
8. How to develop leadership?
Focus on the success of your organization.
9. How to develop leadership?
Cultivate a life outside of work.
10. The 4 phases of building a leader with regard to management...
The individual contributor
The novice manager
The experienced manager
The transformational leader
Editor's Notes
Lets define a leader.
Lets define a manager.
This is due to the two words often appearing side by side or even interchanged within a business context.
A manager is not always a leader and likewise a leader is not necessarily a manager.
In my opinion, a manager ought to be a leader.
Do what you enjoy.
The eternal loop – if you enjoy it, you will do better at it.
Goes to say that if you love it – you will excel at it
This holds as true for leaders as it does for any role.
If you don’t enjoy what you do, it makes it more difficult to succeed.
Try to figure out what you enjoy doing early on.
My talk can’t include delusions of grandeur… so no ‘but they believe they are good at it when they are not…
Develop the courage to take risks.
Current CEO of Pfizer once famously said ‘I believe you should never take a job you are absolutely sure you can do.’
Leaders need to constantly stretch the boundaries.
Live outside of comfort and embrace challenge.
Learn from both bad managers and good managers.
In fact, you can learn quicker from bad managers by observing what not to do.
Ties into my concept that a good manager is also a leader
Caveat for myself: good managers also make the occasional mistake – great managers just hide theirs!
Find opportunities to diversify your knowledge.
Don’t jump to the obvious conclusion…
Use those around you and diversifying your point of view
A leader needs to have the capacity to empathise with those around them in order to relate.
This will help you become more effective in dealing with challenging issues or ill-defined projects.
Delegate wisely.
Delegating comes with risks, [comes back to your TAKING RISKS!]
It’s important to choose who you delegate to carefully.
It’s also important to remember you can’t delegate accountability.
Focus on the success of your organization.
If you focus on your business’s larger objectives, and not just your individual career, you naturally become a leader who others want to hire.
Leaders are often seen as successful due to this very nature. Keep your eyes on the prize and the rest kind of happens…
Cultivate a life outside of work.
Spending time with my family & loved ones is extremely important. Reminds us why we do what we do.
Spending time with others reminds us that as a leader – its people who follow. Real life often flawed individuals.
Developing networks outside of the workplace can actually help at work as well. Different ideas or perspectives. (Leaders often mentor others)
Having methods to unwind and cope with stress. Leaders often feel the extra weight of others looking to them to lead.
The individual contributor — You bring a needed set of skills, knowledge and abilities to the table.
You build your credibility and develop a reputation for performance, ethical behavior and good judgment.
You learn to work in teams on projects and begin to focus on the larger objectives of the enterprise.
The novice manager — You earn your first leadership opportunity and run with it.
You fine-tune your organizational and management skills, learn to listen, and learn the importance of engagement and creating a culture within your team. The experienced manager — You have mastered your skills and are seeking to diversify your knowledge and gain new points of view.
You think and act both locally and globally, learning to lead and manage, oftentimes amidst competing forces. The transformational leader — You can balance long-term and short-term expectations, manage the competing interests of stakeholders, delegate authority wisely, forge an enabling culture and develop future leaders in the organization.
Looking at that, you can secretly go away and rate all leaders within QSR to see where they sit
