Thursday, June 16, 2016

Leader vs. Manager


What is the difference between a manager and leader? While some people are both, they have very different skill sets. I believe the 2 biggest differences between managers and leaders are:

* Their core business objectives.
* The way they motivate the people who work for or follow them.

Managers Have Subordinates
A manager has subordinates. They have a formal authority, control and responsibility for other people within an organization. The manager may also have a hierarchical authority of a team, department or division within an organization. That authority is granted to the manager by the organization. The subordinates who work for the manager generally do what they are told.

Leaders Have Followers
Leaders who are not managers have operational and project responsibility for other people in an organization. In addition, the people they lead may be across several departmental functions in an organization. They must ensure the people they are leading know their work responsibilities, but they may have limited ability to enforce what and how those people actually work.

Leaders and Managers Get Things Done Differently
Managers are very adept at executing a vision in a very systematic way and directing their subordinate employees on how to do so. They often focus on work and tasks, resources, processes and budgets. In addition, their primary focus is on keeping their area of responsibility running smoothly.

Leaders focus on achieving goals. Their primary focus is on promoting change. They keep a team motivated and empowered to achieve as much as they can. Leaders have an ability to rally employees around a vision. When their belief in the vision is so strong, they inspire employees to follow them.

Some managers can inspire and some leaders can systematically execute. But, those are not their respective core strengths. For a small organization or a start-up, the person in charge really has no choice but to be both the leader and manager. That's because it's probably just him/her and one or two others in the organization.

Understanding which you are will help you make important choices about whom you need to grow that complement your strengths and ensure the success of your organization. Understanding who your leaders are and who your managers are will help you create an organizational that addresses core business functions and needs, as well as promote positive morale and culture.

Wednesday, June 1, 2016

When Negotiating, Validate the Other's Point of View


When you’re in the middle of an important negotiation, validating the other person's point is not typically the first thing on your mind. It's more likely that you are thinking about what you want. But considering the other person's point should actually be your top priority. If you validate your counterpart’s perspective, expertise, and feelings, you will be positioned to achieve the best outcome for yourself.
The opposing-parties approach of you vs. them is no longer valid. Today that approach must be replaced by the business partners approach to negotiation.  Openness and sincerity replace being self-centered and egotistical. Show the other person, who is now your partner in negotiation, that you value their perspective and needs.

The likely result of taking a me-only position will limit your ability to reach an amicable agreement. You may reach an impasse. The impasse is the point within a negotiation when the 2 parties are unable to see an effective agreement. As this develops, each person in the negotiation might dig their heels in deeper, anchoring themselves in their own position without compromise or a path to completing the negotiation.

The negotiation itself should be a careful evaluation of your position and the other person's position, with the goal of finding a mutually acceptable compromise that gives you both as much of what you want as possible. In an ideal situation, you will find that the other person wants what you are prepared to give, and that you are prepared to give what the other person wants. For a negotiation outcome to be positive, both parties should feel positive about the negotiation once it's over.

When you don't expect to deal with the other person ever again, or you do not need their goodwill in the future, then it may be appropriate to seek to win a negotiation while the other party loses out. However, doing so with someone with whom you have an ongoing relationship will damage that relationship and may lead to reprisals later. Instead, fairness, honesty and openness are the best policies. Considering the perspective of the other has the best chance to yield a positive negotiation result. In addition, this helps people keep good working relationships afterwards.