Being a Manager Vs. Becoming a Leader

The work I do gives me the opportunity to spend time with some of the most talented leaders and executives that literally shape the way we work, live, eat and play. These are the leaders that are game-changers for companies, that see and create things others can't and can influence the emotional connection we have to an idea, company, mission or brand.

Great leaders are tough to find but when we are working with them, it is clear what sets them apart and it is not their experience or their resume but the way they see the world and how they address both their past success and their future aspirations.

Now, more than ever, great leadership is needed and as we continue to work in our isolating home environments and navigate through global and societal challenges, it is abundantly clear the gap between managers and leaders. This gap has me thinking a lot about how people are managing their personal development, how companies are addressing building their talent bench, and how we all need to think more about leveling up.

A starting point to leveling up is the examination of managers vs. leaders and evaluating what it takes to make the leap.  Typically, the inability to level up is due to a lack of self-awareness or sadly, a lack of being coached by an executive who took a special interest in their development, gave them constructive feedback, and helped them to realize their potential.

There are three core things that we see set managers and leaders apart:

• Leaders create while managers activate. Leaders don’t just act but they visualize where a company can go and create the roadmap to get there.  When we interview candidates, this shows up in how they react and engage with the opportunity. Managers talk about their work history while leaders see where the opportunity is and naturally go to asking questions, learning more and mapping their ideas and knowledge to the potential.
• Leaders are always learning from those around them. They talk about other people that have impacted the organization, using the word “we” vs. “I”, acknowledging group contributions and recognizing diverse talents that have made up the team that contributed to their success.  
• Indirect sphere of influence. The top sign a manager is not ready to lead is when they talk about their inability to make broad impact because of reporting structure or organizational design. On the flip side, a true leader can point to where they have influenced decisions or people that are not in their direct organization.

The move from manager to executive leader is a big leap. Few can do it elegantly and many fail. Whether you are focusing on your own personal development or working to level up somebody with potential, understanding what separates great leaders from managers, and then creating environments where people can stretch and test themselves, will lead to greater success for all.

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