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Management vs. Leadership Mindset: What Millennial Employees Need to Know As They Enter Leadership Roles
The confusion between the role of a manager and a leader has tripped up more than one business professional and cost many companies their very existence. Is ‘the person in charge’ automatically a leader? If you’re managing other people, are you also leading them, by default? Just what is the difference between the two?
According to the current wisdom, managers are principally administrators; they write business plans, set budgets, monitor progress, and, yes, they manage people (but sometimes without the concept of an effective leadership mindset).
Leaders, on the other hand, get organizations and people to change. Most business executives and owners have a mix of management and leadership skills. And, quite often, both skill sets are necessary to run a successful business and team.
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About the Author
Lisa Orrell, The Generation Relations Expert, is an in-demand corporate speaker, consultant, and professional Leadership & Career Coach for Millennials. She is the author of the award-winning book Millennials Incorporated
, and her new book, Millennials into Leadership
, was just released on Amazon and praised with 5 star reviews. This new book is the ultimate handbook for Millennials aspiring to be respected, effective young leaders at work. And based on her workforce dynamics expertise, she has also been featured by countless media, such as: MSNBC, ABC, NPR, The NY Times, Wall Street Journal, BNET.com, FoxBusiness.com and Human Resource Executive. For more info about Lisa’s seminars, keynotes, workshops, coaching, and books, visit: www.TheOrrellGroup.com. People also follow Lisa’s insights on Twitter @GenerationsGuru.
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
and Director of Preventive Cardiology and Wellness at Marina Del Rey Hospital in California, shares with us his insights and illustrative examples regarding:
John M. Kennedy, M.D., author of 
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
“The greatest oak was once a little nut who held its ground.”
Robustly implemented management observation programs offer many benefits to the organization and its managers. At their core, each of these benefits is derived from aggregation and analysis of the performance data gathered during the observations. Enabling required data synthesis necessitates the documentation of observed occurrences and conclusions. Desired behavior reinforcement and performance improvement, not to mention manager and observation program credibility, necessitate the employee be briefed on the observations made and conclusions drawn. As with all formally documented performance appraisal instruments, the documented observation should be signed by both the manager and employee.
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