The document discusses key topics related to leadership, including: 1) The difference between leading and managing, with leading focusing more on motivating teams and managing focusing more on tasks and outcomes. 2) The importance of leading yourself well by asking for help, protecting your own well-being, and knowing your limits. 3) The eight key strengths that build trust in leadership: clarity, compassion, character, contribution, competency, connection, commitment, and consistency. 4) When to apply management versus leadership, with management used more for crises and processes, and leadership when teams are already performing well.

1. WEEK #4
Personal Side of Leadership
Leading vs Managing
Leadership & Trust

2. The Personal Side of Leadership
 What does it mean to lead yourself?
It means that when you’re the boss, the business owner, the top of the ladder, you must figure out how
to get the best performance out of yourself. And while it may seem counter-intuitive, that often means
asking for help.
 Repeat after me:
 Pushing through will lead you to burn out.
 Shutting down will lead you to loneliness — and even bitterness.
 Reaching out is the healthy way through a crisis, loss, heartbreak, diagnosis, or battle you didn’t see
coming. We aren’t designed to carry our burdens alone.

3. The Personal Side of Leadership
 When you chose to push through it will wreck your mind and body.
 Strain your relationships with family, friends and colleagues. That strain can and often will force you
to shut down and allow bitterness to creep into my heart.
 But choose to reach out, and you will experience healing and clarity much faster.
 Allow yourself to receive the encouragement of others and realize that you have the stamina to
continue fighting the battle.

4. The Personal Side of Leadership
 Leading yourself well means asking for help, frequently if necessary and without shame.
 Leading yourself well means protecting your own time, talents, energy, and family the way you
would for one of your followers or employees.
 Leading yourself well means knowing how much rest you personally need to return to baseline and
ensuring you get it.
 Leading yourself well means delegating to others who are capable and happy to lighten your load.

5. Leading vs Managing
 Watch the following video: https://youtu.be/K8tEC-SbsSU
 What is leadership?
Leadership is the act of helping a person or group of people achieve an agreed-upon goal. Common
qualities associated with leadership include the ability to motivate, inspire and encourage others to
pursue and see their vision through. Leadership tends to focus more on increasing results by building
and maintaining talented teams rather than ensuring tasks are completed through management.
 What is management?
Management is the process of controlling or dealing with situations, things or people. The act of
managing may include coordinating, organizing and planning to ensure a certain outcome is achieved.
Managing a situation or team within the workplace often involves constantly reassessing and tweaking
results to measure productivity and improve output.

6. Leadership vs. Management:
What’s the difference?
 Both leadership and management are equally important within the workplace. However, these two
qualities are often very different and require an in-depth understanding of each to know when to
properly use them. The following are some of the most significant differences between leading and
managing at work:
•Leadership is often based on a mission, while management is often based on a specific task being
completed.
•Management involves following the rules closely, while leadership often entails creativity and innovation.
•Management is more focused on controlling people and outcomes, while leadership often centers around
inspiring people to think outside of the box.
•Leaders motivate and inspire, while managers direct.
•Management focuses on optimizing the execution of a process, while leadership focuses on optimizing a
team as a whole.
•Management is more quantitative, while leadership is more qualitative.
•The results of leadership are often intangible, while the results of management are easily measurable

7. Leadership vs. Management:
Which is better?
 When it comes to choosing between leadership or management, the better option depends on the
individual situation. Some circumstances require a manager, while others require a leader, and sometimes
a situation requires both leadership and management. Leaders are able to empower their team and
inspire the desire to reach a goal, but without a manager in place to direct staff, they are unlikely to reach
that goal.
 Some people in a position of authority within the workplace feel they need to choose between being a
leader or a manager in all situations. However, having authority should present an opportunity for you to
perfect both your leadership and management traits and give you the chance to learn when to use each
strategy.
 When you’re successful as a leader, you are influencing the behaviors of your team. You are inspiring
them to do their best to reach a common goal and empowering them to make the right decisions in the
workplace. If you can lead your team well, managing your team becomes easier.
 When you are first discovering how your team responds to leadership and management in various
situations, you will need to pay close attention to their behavior and some key performance metrics.
These will indicate if your methods are helping or hurting your team and their abilities. Learn how to
measure effective leadership and management, you will be able to alter your behavior and strategies to
better your team and improve their results.

8. When to Manage?
 During a crisis or emergency situation
 For issues that involve processes or things
 When training new team members
 When completing work on a deadline
 When delegating important tasks
 When a situation requires specific results

9. When to Lead?
 When employees are confident in their abilities and are performing tasks efficiently
 When you can trust your team members to do the tasks they have been given without
micromanaging them
 When you are introducing a new approach to the workplace
 During creative discussions or team meetings
 Lead your team when your employees are already producing good results and have strong
capabilities in their work. When you can trust in their skills but need to define the goal, your team
members should be led instead of managed.

10. Leadership Skills
•Visionary
•Thinks strategically
•Creates a mission statement
•Defines the purpose of the team
•Considers the strengths of each team member
•Inspires behavior
•Satisfies the unmet needs of employees
•Encourages commitment
•Reaches long-term goals
•Gives feedback
•Motivates
•Creates change
•Takes calculated risk

11. Management Skills
 Improves productivity and efficiency
 Establishes processes and streamlines systems
 Follows through on realizing the mission
statement
 Sets timelines
 Is organized
 Creates budgets
 Solves problems
 Maintains quality
 Demands action
 Focuses on strategic planning
 Creates order
 Establishes rules
 Corrects behavior
 Minimizes risks

12. How to Measure Effective Leadership
 Effective leadership can be measured by the behavior of your team.
 If your employees are often absent, disengaged or unsatisfied, something may be lacking in your
leadership approach.
 When employees are not progressing in their careers or adhering to company policies, you may
need to reconsider your skills as a leader.
 Overall job satisfaction among your employees is one way to determine whether your leadership
style is effective.

13. How to Measure Effective Management
 Effective management can be measured with traditional performance metrics, such as the quantity
and quality of output, meeting deadlines and adhering to budgets.
 If your team is consistently failing to produce enough quality work on time, your management style
may not be helping your team.
 Work on providing direct support to your team members when they are struggling with a
challenging task.
 Give them a goal to meet but, if they are capable, let them decide how to go about reaching that
goal.
 Check in regularly to see how your staff is progressing on their tasks, and offer a specific direction if
needed.

14. Leadership & Trust
 Among all the attributes of the greatest leaders of our time, one stands above the rest: They are all
highly trusted.
 You can have a compelling vision, rock-solid strategy, excellent communication skills, innovative
insight, and a skilled team, but if people don’t trust you, you will never get the results you want.
 Leaders who inspire trust garner better output, morale, retention, innovation, loyalty, and revenue,
while mistrust fosters skepticism, frustration, low productivity, lost sales, and turnover.
 Trust affects a leader’s impact and the company’s bottom line more than any other single thing.

15. Leadership & Trust
 One of the biggest mistakes a leader can make is to assume that others trust him simply by virtue
of his title.
 Trust is not a benefit that comes packaged with the nameplate on your door. It must be earned, and
it takes time.
 As a leader, you are trusted only to the degree that people believe in your ability, consistency,
integrity, and commitment to deliver.
 The good news is that you can earn trust over time, by building and maintaining eight key
strengths:

16. Clarity
 People trust the clear and mistrust or distrust the ambiguous. Be clear about your mission, purpose,
expectations, and daily activities.
 When a leader is clear about expectations, she will likely get what she wants.
 When we are clear about priorities on a daily basis, we become productive and effective.

17. Compassion
 People put faith in those who care beyond themselves.
 Think beyond yourself, and never underestimate the power of sincerely caring about another
person.
 People are often skeptical about whether someone really has their best interests in mind. “Do unto
others as you would have them do unto you” is not just an old saying, it is a bottom-line truth.
 Follow it, and you will build trust.

18. Character
 People notice those who do what is right ahead of what is easy.
 Leaders who have built this pillar consistently do what needs to be done when it needs to be done,
whether they feel like doing it or not.
 It is the work of life to do what is right rather than what is easy.

19. Contribution
 Few things build trust quicker than actual results.
 At the end of the day, people need to see outcomes.
 You can have compassion and character, but without the results you promised, people won’t trust
you.
 Be a contributor who delivers real results.

20. Competency
 People have confidence in those who stay fresh, relevant, and capable.
 The humble and teachable person keeps learning new ways of doing things and stays current on
ideas and trends.
 According to one study, the key competency of a successful new MBA is not a specific skill but
rather the ability to learn amid chaos.
 Arrogance and a “been there done that” attitude prevent you from growing, and they compromise
others’ confidence in you.
 There is always more to learn, so make a habit of reading, learning, and listening to fresh
information.

21. Connection
 People want to follow, buy from, and be around friends—and having friends is all about building
connections.
 Trust is all about relationships, and relationships are best built by establishing genuine connection.
 Ask questions, listen, and above all, show gratitude—it’s the primary trait of truly talented
connectors.
 Grateful people are not entitled, they do not complain, and they do not gossip.
 Develop the trait of gratitude, and you will be a magnet.

22. Committment
 People believe in those who stand through adversity.
 People trusted General Patton, Martin Luther King, Jr., Mohandas Gandhi, Winston Churchill, and
George Washington because they saw commitment and sacrifice for the greater good.
 Commitment builds trust.

23. Consistency
 In every area of life, it’s the little things—done consistently—that make the big difference.
 If I am overweight, it is because I have eaten too many calories over time, not because I ate too
much yesterday.
 It is the same in business. The little things done consistently make for a higher level of trust and
better results.
 The great leaders consistently do the small but most important things first. They make that call and
write that thank you note. Do the little things, consistently.

24. Conclusion
 Trust can’t be built overnight.
 It requires time, effort, diligence, and character.
 Inspiring trust is not slick or easy to fake.
 Trust is like a forest.
 It takes a long time to grow and can burn down with a just touch of carelessness. But if you focus
on these eight components with every action, you will foster trusted relationships—whether with
employees, customers, suppliers, or fellow leaders—that will drive results and the bottom line.

25. Wrapping It Up
 Don’t forget your Quiz #1
 Be sure to submit your 2 Minute Speech Assignment
 How are your Final Projects coming along?