Courageous leaders know managing is also about people

I had an interesting conversation today with a wonderful colleague and we talked about the differences between managing and leading - referring to the work of John Kotter - where he clearly states that we manage to implement (or as some now say - execute) and we lead to inspire. I have experienced many people attach managing to the task and leading to the people.

When developing Courageous Leaders I remind them to acknowledge that managing is equally about people and leading is equally about the task. It is just the level at which either of these are undertaken may change as they progress in an organisation.

Managing is not just about the task; it is also very much about people - and I know that many organisations suffer from mediocre performance because we are not managing the people - it is much easier and often more personally rewarding to manage the task. Instead managing the people requires tough conversations as referred to in an earlier BLOG. It requires people to have delegating conversations, giving feedback, receiving feedback, resolving conflict - each is a tough conversation which most of us run away from given half a chance!

While leading is also very much about leading the task and not just about leading the people. The nature of the tasks changes as you progress in the business and includes such tasks as creation of the business strategy, conversion of opportunities into real revenue for the business, completing research into particular issues of interest to you and to the business.

Courageous leaders juggle the tension between people and task in the way they manage and lead others. They do not avoid the tough conversations and they do not avoid the challenging tasks that require more leadership capability.

Courageous leaders give feedback

After facilitating a one day workshop on giving and receiving feedback I want to re-iterate the importance of giving feedback to the people who work with, for and around you. It is a gift that ensures everyone can be working at their optimal best. It ensures we certainly untap the true potential of all people within the business.

Today revealed that most people fear the reaction of the person they are giving the feedback too, coupled with the problem of making the time to engage in such a conversation.

This conversation is one of those difficult ones that only the truly courageous have and then reap the benefits from. Quite simply the courageous leader makes the time and creates the discipline to observe the people they want to develop. Observe them in action in meetings, as they walk through the office, as they talk to others in the office, as they delegate work to others, as they interact with customers/clients - all facets of their work life. As you do make sure you gather evidence - this is the critical piece that is so often missing when leaders go to give feedback.

Courageous leaders base their feedback on the evidence they have gathered and they deliver it by describing the specific behaviour and action and then sharing the impact it had on them - so they own the feedback and do not resort to "labelling" someone as a "poor listener" or even a "great listener". Do this and the reaction is not as defensive. Much more effective to describe the behaviour and the impact on you so the person receiving the feedback can decide if they want to repeat or alter their behaviour! They are less likely to feel judged and more likely to take the feedback on board.