Leadership Vs Management
A Leader is one who not only allows, but even encourages their team to fail. At first glance, this idea might seem almost absurd, but there is method to this madness. The failure-tolerant leader knows that, in the world of business, calculated risk-taking is an indispensable component of success. He also knows that, where there is risk, there is an equal potential for failure. He is, however, just as convinced that, often as not, ultimate success is forged through the inspired reworking of the remnants of failure.
Leaders attempt to redefine failure for their teams, allowing them to see, perhaps for the very first time, that not only is failure usually not fatal, but when not looked upon as the end of the line--but rather as an opportunity to learn and use the insights acquired through it to move onward and upward--it can infuse new life into a project, a team, and a business organization.
Leaders engage on a personal level with their team, by taking a sincere and wholehearted interest in employee projects, attempting to understand the intricacies of their employees' work, learning to appreciate the meaning the work has for those employees as individuals, and having the ability to frame its significance for them as it relates to the "big picture." They become involved with their teams, as well as with their teams' concerns, problems, and aspirations, which gives team members dignity and makes them feel as if they have a vital role to play in "their" company's business success.
Leaders take a nonjudgmental attitude when interfacing with staff in the business setting, avoiding either praise or criticism for project outcomes, but rather, engaging in objective analysis of the reasons for them, as well as thoughtful interpretation of any other factors that may be relevant to the situation. This enables employees to have a realistic view of what must be done in order to change failure into success.
Leaders are willing to bring themselves down to the same level as their team members, to be real, to be human, to admit and take responsibility for their own mistakes, instead of trying to sweep them under the rug and pretend they never happened or blame someone else for them. This encourages empathy in their team members and allows them to relate to their boss in a positive, morale-boosting way, which is, in the long run, extremely good for business. It also creates real respect, which is something that can never be forced on employees through authoritarianism or intimidation tactics.
leaders do their best to encourage employee collaboration and cooperation, while discouraging a spirit of competitiveness and a judgmental attitude among their staff, who are, after all, really all on the same side. They do this because they know it is best not only for the company, but also for the employees themselves--both individually and as a team, or group of teams. Of course, anything that is good for the employees will ultimately prove beneficial for the business, as well.
Leaders use a minimum of top-down decision-making, allowing--even requiring--employees to make informed business-related decisions when such decisions would impact their team and its projects. Such an atmosphere encourages them to take intelligent risks and try new things, knowing that should they fail, that failure will be looked at by management as a temporary setback--a mere bump in the road to success--which, through creativity and imagination, can ultimately be overcome.
Leaders are willing to admit their own shortcomings--and even use them as examples to instruct and motivate their team members. In this way, they exhibit self-confidence, humanity, wisdom, and even humility, thereby becoming the kind of people whom others can admire, identify and empathize with. The "human" element goes a long way in establishing a productive, creative, and innovative work environment. It is a well-known fact that people will not naturally follow an individual whom they do not respect, whom they believe to be dishonest, and who they feel will not take responsibility for his own actions, failings, or errors in judgment. The man--including the businessman--who looks behind him and sees no one following cannot properly be called a leader--and this, of course, goes for women, too--no matter what the plaque on the office door may say.
Leaders give their employees the latitude they need to succeed. They "give the green light" for teams to work together in an atmosphere of exploration, to encourage and build on one another's ideas, knowledge, skills, and strengths, and to take whatever steps may be necessary to bring those ideas to fruition, without the fear of failure.
Leaders encourage an "attitude of daring," infusing their teams with new motivation and inspiration to succeed and to help fellow members succeed, as well--often effectively creating an entirely new corporate culture in the process. While they do hold employees accountable for their actions, decisions, and mistakes, they do so in a nonjudgmental fashion. This is because they view a project as a collaboration between management and team members, who are working together to find mutually acceptable solutions to shared problems--problems which, unless solved, can hinder the ultimate success of the individual employee, the team, and the business organization as a whole.
Are you a leader? If so, keep up the good work! You are providing your employees with some of the best tools available to help them succeed. If not, why not start today? It's never too late to turn failure into success!
