Don’t just be a manager; be a leader
Managers allocate and control resources, while leaders inspire and influence change
It is not enough to be a manager; truly successful executives are also leaders. This is according to executive and business coach Vivien Katzav, who has spent years assisting business owners, executives, individuals and teams to connect with their higher purpose and develop themselves as social and industry leaders.
Management, she says, is operational and deals with execution, ensuring that processes and procedures are in place and adhered to while tasks are completed correctly in a timeous manner. Leadership, however, is about creating and articulating a vision while inspiring others to buy into a concept and work towards achieving a goal. “Managers allocate and control resources, while leaders inspire and influence change,” she explains. “Managers have subordinates; leaders have followers.”
Regardless of the business or industry, there are some universal skills that all leaders need. “Think of three areas that a leader needs to manage; what they need to do and what they need to be in order to create mastery,” she says.
The first, self-management, might be the most difficult to master: “This is all about self-care, balance, stress management and mindfulness. It’s about pacing yourself and knowing what drives you. It’s about recognising your natural talents while being courageous in facing your Achilles’ heel.”
The second relates to managing others. “These are the skills needed to appoint and grow your team, which requires humility, empathy and compassion,” she explains. Leaders must be aware of their unconscious bias and move towards conscious inclusion. “You need to be a teacher, a role model, a manager, a leader, a coach and a mentor. You must know how to get the best out of your staff and how to engage them.” She says a sound understanding of team dynamics is vital, as well as the knowledge of the individual team members.
Thirdly, a leader must have the skills and acumen to manage the business. “This includes decision making, effective communication, problem solving and relationship management, as well as change management, vision and resilience,” she explains. “Knowledge is one thing, but making judgement calls on people and projects distinguishes leaders from the rest.”
Executive education, she says, can assist executives with each of these three focus areas and facilitate their transformation from manager to true business leader.
This journey starts with self-knowledge and selfdiscovery: “You need to take ownership of your own development. Do not get bedazzled by training options and jobs that do not serve you. Remember that a job is the instrument of fulfillment of what you want, and in the absence of that knowledge you will be seduced into serving others’ agendas.”
Katzav says it is important to be deliberate and mindful when plotting one’s personal development: “Individuals should reflect on who they are and what they want.”
Pursuing an executive education can be challenging, especially when it comes to self-care, finances, juggling home responsibilities and work challenges. “Expectation management is therefore important.”
Here, she says, is where coaching can help: “Coaching is goal focused and future oriented. The role of the coach is to facilitate your attainment of a goal by ensuring that you have clarity on what you want, that you define your goals clearly and that you can articulate the steps needed to attain those goals.”
Coaches can also contribute towards accountability and be catalysts for growth. “The coach provides the platform for you to think through your options, get into action, reflect on what unfolds and to move forward.”