A Manager performing at the excellence level maintains a strategic mindset. This means they are asking the questions:
- What is the business trying to accomplish?
- How must it position itself in the market? and relative to its competitors?
- Has the Strategy changed or is it likely to soon? What forces might affect/impact it most (likelihood and significance)?
- How does my role (unit or function) contribute to our company’s competitive advantage?
- What must each of my people contribute to our competitive advantage?
- How does my unit impact or affect the company’s strategy?
- Are we on the appropriate gates of focus sequence: (Profit; People; Process)?
- Am I applying the appropriate leadership modality to propel my team forward?
- Do I and my team access and maximize use of our greatest talents continually and bringing out the best in ourselves and others?
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To Quote Vineet Nayar “Three differences between managers and leaders are:
Counting value vs Creating value. You’re probably counting value, not adding it, if you’re managing people. Only managers count value; some even reduce value by disabling those who add value. Leaders focus on creating value, saying: “I’d like you to handle A while I deal with B.” He or she generates value over and above that which the team creates, and is as much a value-creator as his or her team.
Circles of influence vs Circles of power. Managers create circles of power while leaders create circles of influence. The quickest way to figure out which of the two you’re doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.
Leading people vs Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual’s ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.”