Leading people

Influencing people
Commanding people
Guiding people

Leader by the position achieved

Leader by personality, charisma

Leader by moral example

Leader by power held

Intellectual leader

Leader because of ability to

accomplish things

Managers

Focus on things

Do things right

Plan

Organie

Direct

!ontrol

Follows the
rules
Leaders

Focus on people

Do the right things

Inspire

In"uence

Motivate

#uild

$hape entities

Planning

Organiing

Directing

!ontrolling

Manager

Planning

#udgeting

$ets targets

%stablishes
detailed steps

&llocates
resources
Leader

Devises strategy

$ets direction

!reates vision

Manager

!reates
structure

'ob descriptions

$ta(ng

)ierarchy

Delegates

*raining
Leader

+ets people on
board for
strategy

!ommunication

,etwor-s

Manager

$olves problems

,egotiates

#rings to
consensus
Leader

%mpowers
people

!heerleader

Manager

Implements
control systems

Performance
measures

Identi.es
variances

Fixes variances
Leader

Motivate

Inspire

+ives sense of
accomplishment

Intelligence

More intelligent
than non/
leaders

$cholarship

0nowledge

#eing able to
get things done

Physical

Doesn1t see to
be correlated

Personality

2erbal facility

)onesty

Initiative

&ggressive

$elf/con.dent

&mbitious

Originality

$ociability

&daptability

Delegating

Low relationship3
low tas-

4esponsibility

5illing employees

Participating

)igh relationship3
low tas-

Facilitate
decisions

&ble but unwilling

$elling

)igh tas-3high
relationship

%xplain decisions

5illing but unable

*elling

)igh *as-3Low
relationship

Provide
instruction

!losely supervise

+eneral &dvice

*a-e advantage
of the transition
period

+et advice and

counsel

$how empathy
to predecessor

Learn
leadership

!hallenges

,eed
-nowledge
6uic-ly

%stablish new
relationships

%xpectations

Personal
e6uilibrium

,ot learning
6uic-ly

Isolation

0now/it/all

0eeping
existing team

*a-ing on too
much

!aptured by
wrong people

$uccessor
syndrome

)ave two to three years to ma-e

measurable .nancial and cultural
progress

!ome in -nowing current strategy,

goals, and challenges7 Form
hypothesis on operating priorities

#alance intense focus on priorities

with "exibility on implementation87

Decide about new organiation

architecture

#uild personal credibility and

momentum

%arn right to transform entity

4emember there is no 9one:

way to manage a transition

!reate
Momentum

Master
technologies of
learning,
visioning, and
coalition building

Manage oneself

Foundation for
change

2ision of how
the organiation
will loo-

#uild political
base to support
change

Modify culture
to .t vision

Learn and -now

about company

$ecuring early
wins

First set short

term goals

5hen achieved
ma-e a big deal

$hould .t long
term strategy

#uild credibility

Demanding but
can be satis.ed

&ccessible but
not too familiar

Focused but
"exible

&ctive

!an ma-e
tough calls but
humane

Learn from internal and external sources

2isioning / develop strategy

Push vs7 pull tools

5hat values does the strategy embrace;

5hat behaviors are needed;

!ommunicate the vision

$imple text / #est channels

!lear meaning/ Do it yourself<

!oalition building
Don1t ignore politics
*echnical change
not enough
Political
management isn1t
same as being
political
Prevent bloc-ing
coalitions
#uild political
capital

#e self/aware

De.ne your
leadership style

+et advice and

counsel

&dvice is from
expert to leader

!ounsel is insight

*ypes of help

*echnical

Political

Personal

&dvisor traits

!ompetent

*rustworthy

%nhance your
status