According to most managers are principally administrators they write business plans, set
budgets and monitor progress. Leaders get organizations and people to change. When
looking at the distinction between management and leadership, management is a function
that must be exercised in any business and leadership is a relationship between a leader
and others that can energize an organization.
An exceptional manager comes to know and value the particular quirks and abilities of his
or her employees. They figure out how to capitalize on their employee strengths and tweak
their environment to meet the larger goals. This approach may seem like a lot of work but
capitalizing on each persons uniqueness can save time. Rather than encourage employees
to conform to strict job descriptions that may include tasks they dont enjoy and arent good
at, a manager who develops a position for their employees based on their unique abilities
will be rewarded with behaviors that are far more efficient and effective than they would
be otherwise. The focus on individuals also makes employees more accountable. Most
employees are evaluated on their particular strengths and weaknesses; they are challenged
to take responsibility for their abilities and to hone them. Capitalizing on person
uniqueness also builds a stronger sense of team. When taking the time to understand what
makes each employee tick, shows that he or she sees their people for who they are. When
you personally invest in a person it motivates the individuals but also galvanizes the entire
team, this approach shakes up existing hierarchies, which leads to more creative thinking.
As a manager you must know your people strengths and what buttons to push to activate
those strengths but most importantly you must know how they learn. By asking questions
and pushing the right buttons you become aware of their learning styles and then you will
discover what motivates each person to excel.
When looking at some management functions they can include problem solving and
facilitating meetings as well as the traditional tasks. When it comes to managing it is not
necessary forthe same person in a group to exercise all these tasks. Different people can
take on parts of the management function. Someone on a team can do the planning.
Another person can do the budgeting. A third team member can monitor quality. Members
of a team can take turns facilitating meetings. The team as a whole can share responsibility
for meeting performance targets. At Sears some teams decide who does what work, they
