A Power Point Presentation used in the training of students and Youths for good Leadership and Management. Done by Alok Chaubey

2. Leadership and Management are like pedals on a bicycle

3. They work in tandem to build momentum

4. And like pedals, they take turns being the primary driving force . . .

5. . . . since some situations call for greater emphasis on leadership . . .

6. . . . and others demand greater emphasis on management

7. So how do you know when to lead?

8. And how do you know when to manage?

9. The key is to recognize how management and leadership differ

10. The mandate for management is to maintain policies, processes, and procedures to achieve defined objectives

11. The mandate for leadership is to pull people together and move them toward a desired future

12. This core focus on people sets leadership apart from management

13. For while we speak of both managing people and leading people . . .

14. . . . we also speak of managing budgets and managing payrolls

15. But we would never speak of leading a budget or leading a payroll

16. We only lead people

17. Leadership is inherently and uniquely people- centric

18. Management, by contrast, is commonly task-centric . . .

19. . . . especially when its primary purpose is to manage assets, functions, or activities

20. Management is the process of acquiring, allocating, and deploying resources . . .

21. . . . to assure the sustained success of an endeavor

22. You are functioning as a manager when you are . . .

23. monitoring goals, processes, and performance
You are functioning as a manager when you are . . .

24. setting budgets and tracking them
You are functioning as a manager when you are . . .

25. restructuring your team or organization
You are functioning as a manager when you are . . .

26. eliminating inefficiency and duplicated effort
You are functioning as a manager when you are . . .

27. enhancing workflow
You are functioning as a manager when you are . . .

28. controlling expenses or cutting costs
You are functioning as a manager when you are . . .

29. maintaining inventories and procuring resources
You are functioning as a manager when you are . . .

30. simplifying or streamlining the way decisions are made
You are functioning as a manager when you are . . .

31. enforcing policies, standards, and work rules
You are functioning as a manager when you are . . .

32. resolving personnel issues
You are functioning as a manager when you are . . .

33. assigning tasks and priorities
You are functioning as a manager when you are . . .

34. solving production problems
You are functioning as a manager when you are . . .

35. improving follow-through, quality, and execution
You are functioning as a manager when you are . . .

36. Leadership, by comparison, deals with issues which define who we are and where we are going

37. We can think of leadership as the art of rallying people around a shared purpose . . .

38. . . . then motivating them and mobilizing them to achieve it

39. You are functioning as a leader when you are . . .

40. promoting corporate values
You are functioning as a leader when you are . . .

41. casting long- term vision and uniting people around it
You are functioning as a leader when you are . . .

42. maintaining complete focus on the mission
You are functioning as a leader
when you are . . .

43. setting and clarifying strategy
You are functioning as a leader when you are . . .

44. building morale and a sense of team
You are functioning as a leader
when you are . . .

45. inspiring people and engaging them more fully
You are functioning as a leader
when you are . . .

46. developing bench strength and preparing people for succession
You are functioning as a leader
when you are . . .

47. creating deeper trust across the corporate culture
You are functioning as a leader when you are . . .

48. building organizational resilience and survivability
You are functioning as a leader when you are . . .

49. recalibrating to change in your industry, supply chain, or marketplace
You are functioning as a leader when you are . . .

50. promoting and encouraging innovation
You are functioning as a leader
when you are . . .

51. positioning the organization to be more competitive
You are functioning as a leader when you are . . .

52. repairing a damaged brand or reputation
You are functioning as a leader
when you are . . .

53. resolving cultural conflict in the wake of mergers, acquisitions, or restructure
You are functioning as a leader
when you are . . .

54. Every organization needs both good leadership and good management

55. If either leadership or management is weak . . .

56. . . . it’s like trying to ride a bicycle with a missing pedal

57. It’s never too early to start building stronger leadership and management teams

58. when to lead
when to manage
and the difference between them
And the place to start is by helping them understand . . .

59. An ideal theme for
•
keynotes
•
breakout sessions
•
group training

60. I’ve shared this message with scores of companies and associations. Let me share it with yours.
Dr. Mike Armour
Strategic Leadership Development International, Inc.
Dallas, TX
www.LeaderPerfect.com
Copyright 2014. All rights reserved.

61. Strategic Leadership Development International, Inc. Dallas, TX
www.LeaderPerfect.com
Copyright 2014
You are free to reproduce this presentation or post it online unedited and with this copyright notice attached.
1-877-753-4685