What Separates Leaders From Managers?
Mujib Lodhi, CIO at Washington Suburban Sanitary Commission,talks about what separates leaders from managers and also answers questions on keeping abreast of technology and the value of certifications.
Tue, February 04, 2014
Computerworld — Ask a Premier 100 IT Leader: Mujib Lodhi, CIO at Washington Suburban Sanitary Commission
Mujib Lodhi Title: CIO
Company: Washington Suburban Sanitary Commission
Lodhi is this month's Premier 100 IT Leader. If you have a question you'd like to pose to one of Computerworld's Premier 100 IT Leaders, send it to firstname.lastname@example.org.
I'm a good manager and have been told so repeatedly in performance reviews. What more do I need to become a leader? This is a great question. Let's explore the differences between a manager and a leader.
In general terms, a manager controls and manages processes, projects and budgets and has a well-defined role and assigned group of subordinates within the organization. There may be little or no need for vision in order for a manager to succeed.
The approach of a leader is the opposite. A leader conveys a vision of the future or an end state, sets boundaries and targets, knows his team and their capabilities well, and empowers them to perform by providing guidance as needed along the way. For this to work, the leader must have a strong team with the right skills that he or she can trust to do the job on time and on budget, without the day-to-day oversight a manager might be compelled to provide. The key difference is that the team you have assembled must follow your lead rather than await your directives. They must not only be skilled but sufficiently impassioned and self-motivated to succeed on your behalf out of respect for you, rather than fear for maintaining their jobs. An exceptional leader will also gain followers beyond the boundaries of the organizational hierarchy to support your vision, as long as it is a vision they can believe in. To do that, always remember that a leader cannot "buy" followers through incentive programs. Followers must be earned through a process of mutual respect.
Additionally, a leader is not generally defined by a job description and doesn't need to be in a defined leadership position to succeed. In reality, such positions are pretty rare outside of the executive suite. For this reason, your performance reviews will not normally reflect the somewhat intangible traits of great leadership, as most organizations base performance measures on the more finite, quantifiable attributes of management. I bring this up to warn that your initial efforts in becoming a well-respected leader will not necessarily be recognized at the time of your next performance review. But be assured that the journey is well worth the extra effort.