Leaders Versus Managers Quotes

A leader would think that most people overestimate what they can do in a year and underestimate what they can do in ten years.

When you associate pleasure and pain, at the same time, to a certain purpose in your mind, you sabotage yourself; you'll be two steps forward and one back.

Leaders fight for freedom of action. Managers struggle to understand the rules and staying in their parameters.

The leader goes also to the less traditional networking meetings. The manager participates in networking events organized and promoted.

Leaders must embrace those they need the most versus holding them hostage.

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some “bosses” say that their employees either have leadership skills or they don’t, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become “distinct” leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders.

The point to remember is that the issue is not nature versus nurture. It is the balance between nature and nurture. Genes do not make a man gay, or violent, or fat, or a leader. Genes merely make proteins. The chemical effect of these proteins may make the man's brain and body more receptive to certain environmental influences. But the extent of those influences will have as much to do with the outcome as the genes themselves. Furthermore, we humans are not prisoners of our genes or our environment. We have free will. Genes are overruled every time an angry man restrains his temper, a fat man diets, and an alocholic refuses to take a drink. On the other hand, the environment is overruled every time a genetic effect wins out, as when Lou Gehrig's athletic ability was overruled by his ALS. Genes and the environment work together to shape our brains, and we can manage them both if we want to. It may be harder for people with certain genes or surroundings, but "harder" is a long way from pedetermination.

Empire building. Leaders who favor an us-versus-them style tend to be empire builders, seeking out opportunities to grow their teams and their mandates without concern for what is best for the overall organization.

The “institutional no” is a big reason why Amazon could have made an error of omission in this case. Jeff and other Amazon leaders often talk about the “institutional no” and its counterpart, the “institutional yes.” The institutional no refers to the tendency for well-meaning people within large organizations to say no to new ideas. The errors caused by the institutional no are typically errors of omission, that is, something a company doesn’t do versus something it does. Staying the current course offers managers comfort and certainty—even if the price of that short-term certainty is instability and value destruction later on. Moreover, the errors of omission caused by the institutional no can be notoriously tricky to spot. Most businesses don’t have the tools to evaluate the cost of not doing something. And when the cost is high, they only realize when it’s too late to change.

The Country Ambassador versus the Country Manager Some companies experiment with an interesting profile: a country chairperson who is a weak overlay over the business and largely plays an ambassadorial role. However, statesmanship and ambassadors are best left to the realm of diplomacy. These roles are a legacy of an era that no longer exists. GE tried the model over the past decade with limited success and finally abandoned it. A ceremonial role, with no accountability for the business and the responsibility only for engaging government, industry associations, and other CEOs, is usually not effective. Everyone—employees, customers, business partners, government officials—will quickly see this role for what it is and dismiss the person as lightweight. This does disservice to the incumbent and the role. The ambassadorial country manager who smells opportunity, but is powerless to act, can become intensely frustrated. Increasingly, the connections among strategy and execution, business, reputation, and regulation are tightening, so an artificial separation of these functions is suboptimal. Bringing accountability for these together in a single leader is vital for growing competent and well-rounded business leaders, who are capable of even being the CEO someday. If the business does require wise counsel, access, and influence and a senior public face, a strong advisory board headed by an iconic leader who serves as a nonexecutive chairperson may be a more prudent approach. We followed this model at Microsoft India with considerable success; the approach is gaining popularity at companies like Coca-Cola, Schneider Electric, and JCB.

Effective leaders understand that managing sustainability and ESG both involves work and creates opportunity, It;s a horizontal versus a vertical organizational process, with spectacular range and ability to drop to incredible depths if need be. It's the submarine effect. It shares specific characteristics with initiatives cutting across you organization's vertical business units, such as your digitization and talent management efforts.

In 378, the emperor Valens confronted roving war bands of Germanic Goths at Adrianople near Constantinople. With a massive cavalry charge, the Goths shattered Valens’s army and killed the emperor. It was a disaster of the first order.28 The capital managed to shut its gates against the German invader. However, the price of the Eastern Empire’s survival was the loss of the West. One Germanic tribe after another—Goths, Vandals, Franks, Allemanni, Burgundians—shot westward through the Balkans, overrunning the Rhine frontier and the Roman provinces on the other side, including Italy. The basic framework of imperial government, like the Roman road system dating back to Caesar Augustus, collapsed under the strain. So did law and order. Only the Church held firm. In virtually every town, starting with Rome itself, its leaders became symbols of resistance. Like the young Genovefa (later canonized Saint Genevieve) in Paris, they rallied citizens to stand fast and defend their cities; like Pope Leo I with Attila the Hun, they struck deals with the invaders to spare their congregations. When negotiations failed they organized humanitarian relief for the devastated areas and offered words of comfort and hope when everything looked its bleakest. The Catholic bishop became the one upholder of a social and cultural order to which the people living in his diocese, including pagans, could still cling.