By Steve Keating via stevekeating.me Article
The Vast Difference Between Managing and Leading
“The difference between managing and leading is more, way, way, way, way more, than mere semantics. The difference in mindset between someone who attempts to manage people and someone who actually leads people is gigantic.
The people who are managed feel that difference everyday. It feels as if they are a cog in the wheel, a bit player with little or no opportunity to grow into something more. You may be able to force the compliance of a managed human being but you will never earn their commitment. Only a leader can earn the commitment of an emotional being.
Managing is mostly about stuff. We manage budgets, plans, inventories, buildings, etc. All the ‘stuff”’has one thing in common, they are not emotional. Leadership is about people. It’s about people and only people. All people have something in common too; they are most certainly emotional. That’s what makes leading much more challenging than managing.
Unless of course you’re trying to manage people. Now that’s a challenge! It’s a challenge because people basically refuse to be managed. They fight being managed every step of the way. Even if they don’t know why ‘it’ doesn’t feel right they instinctively know being managed causes them some level of emotional distress. …
If you think of the people you’re supposed to be leading as nothing more than human capital or an asset much like your printers or computers then you should expect them to fail you when you most need them….just like your printer or computer. …
People who are managed may, just may, help you maintain a stable organization. People who are led will commit to helping you grow your organization beyond your wildest dreams. People who are managed cause problems, people who are led solve them. People who are managed are cared about, people who are led are cared for and if you don’t understand the difference then you are likely having a hard time actually leading your people.
Your computer, or anything else you might manage, will never know what you think of it and that’s okay because it doesn’t need to. The people you lead absolutely must know what you think of them and if you don’t tell them and back it up by showing them they will almost certainly believe you don’t think much of them at all. It’s an emotional response that Authentic Servant Leaders understand very well.
If you have the audacity to call yourself a leader then you must, absolutely must must must, understand the clear difference between what you manage and who you lead. Without that basic understanding you will be very likely attempt the impossible task of managing people.”