Are you a Manager or Leader?…What is the Difference?

Are you a Manager or a Leader?
Oftentimes the two titles seem synonymous to most. According to an article in Inc. magazine (June 10, 2012), “Leaders aren’t always managers and vice versa. It is a rare individual that is both of these things” “They have very different skill sets, both critical to success at a high-growth business”.
I could not agree more.
A good Manager keeps close tabs on a specific area of assigned responsibility in the business organization. Further the Manager should deliver the following (day in and out):
1. Drive Business
2. Keep Staff focused on key business opportunities
3. Measure company analytics- both qualitative and quantitative
4. Motivate and maintain organizational balance with other enterprise business units
Most important a Manager should be accountable to the Strategic Enterprise Initiatives that enable growth and profit. Moreover, the Manager should be able to realign organization focus and strategy of their business units; should the Executive Leadership team decide to shift direction at a moment’s notice.
The LEADER of an enterprise is responsible for Vision, collaborative Mission and creating Value for the customer or client of that said business. It is also paramount that the LEADER is at the helm of Innovation, Growth Initiatives and all subsequent models of sustainability and profit.
Thus, given the numerous tasks of the Manager and the Leader, it may be somewhat counter- productive to have the two job functions collide. The only exception would be a very small entrepreneurial enterprise.

All the Best in becoming a better Manager or Leader!

Leading with skill or by popularity?

Performance and Potential wins over Personality
So, what is it with people that strive ardently to win popularity contests while leading? Either you lead or not. In the event you become a leader that is immensely popular, Kudo’s!
People that are on the leadership track should rise to their skill set and perform to their best potential and leave popularity contests to pageant participants and other such creative spirits and entertainers. It amazes me how some people set out to score a promotion at a said company and actually get the promotion and have very few skills relative to the actual job and the tasks that lie ahead. These people usually clean up really nice and surround themselves with like minded people. An organization full of like minded subjective leadership tends to be comprised of many ‘yes men’. If there is no objective thinking in an organization, there is no innovation. If there is no innovation the organization stalls and cannot move forward.
These classes of people are usually insecure and have a tendency to put others down at the cost of the organization at large. Further, these classes of people hire people into the organization who are less knowledgeable than themselves, but willing to go along with any and all agendas set forth by the said leader.
The actions of the said leaders cause a company to stagnate.

Thus Leaders: Stagnation and Growth cannot occupy the same space.

All the Best,

Globalization and Emerging Markets

Globalization and Emerging Markets
There is nowhere or way to escape the interconnection and convergence of the world markets.
Globalization is here to stay.
Thus, the Emerging Markets have become integral in the quest to grow a Multinational Corporations bottom line. Moreover, national economies that are looking to develop and improve economic scope and scale must understand the concept of “win-win”.

Not only does the Emerging Market country look to improve its economic conditions, but the Multi National Corporation looks to Partner, Profit and sustain the investment in the said emerging market.
China and India are two of the most populous countries in the world. Combined they have a population of over 2.7 billion people. While China’s population is aging, India’s population has become young (average age projection will soon reach the ripe age of 27).

It is important to note that India is an important market that many MNC’s are finding hard to crack.
The key is in the MNC’s business model that is firmly rooted in a new Value Proposition.
The Value Proposition should address a fundamental problem that has not been resolved.
Many MNC’s negate one or the other and thus fail to increase profits in this important emerging market.

Join us for our next panel discussion of Emerging Markets.
Please indicate your interest via response to this article.

All the Best,