Here's how you can navigate the distinctions between managing and leading a professional team.

Gest?o vs. Lideran?a: Defina Fun??es para o Sucesso da Equipe! No meu ponto de vista, compreender as distin??es entre gerenciar e liderar é crucial. Aplicamos isso definindo fun??es de gest?o focadas em planejamento e organiza??o, enquanto a lideran?a se concentra em inspirar e influenciar. Contudo, tenha cuidado para n?o confundir as duas. Que tal um workshop para explorar essas diferen?as com sua equipe? Isso promoverá clareza e alinhamento.

Gestionar equipos no tiene por què ser lo mismo que liderarlos. El jefe, es el encargado de planificar, organizar y trasladar la estrategia a su equipo para obtener èxito en los proyectos establecidos por su organización Ser líder, es una cualidad que trasciende a la de gestionar equipos. La capacidad de influir, inspirar y guiar a los miembros del equipo. Pueden existir personas que sin tener cargos de responsabilidad, tienen un impacto de liderazgo sobre los demás. Y jefes que sin tener esa capacidad, cumplen perfectamente su rol de gestor de equipos. Ser un buen líder es compatible con ser un buen jefe, pero ambos conceptos no necesariamente van asociados.

In my experience, managing is a clerical function, while leadership is ideation function. Good managers: -Are organized -Are strong record keepers -Budget properly -Create structure to support their team -Identify strengths and weaknesses -Represent their team Leadership involves vision setting for the future and responding to crisis. Good leaders: -Build trust with their team -Are able to deliver difficult messages with candor -Celebrate the small victories required to win big -Set a vision for what their organization -Leverage their team's super powers while strengthening areas of weakness Thought of as steps in a ladder, it's incorrect to equate good leaders as good managers and vice versa. Both are separate skills.

The tool I used to build trust with my team is to solicit explicit feedback in 1:1s and in group meetings. This is typically coupled with celebrating success to build the message, that successful teams reflect and iterate. During one-on-ones I'll present success moments and then ask my report to list what could be improved upon. This helps in understanding what my report see's versus what I see. Then I confirm or redirect the conversation to my observations for improvement. Once, this has broached the topic I solicit feedback. The same cadence is used in team meetings. The only difference is that I set 10 minutes to discuss wins and opportunities as a group. This is the group equivalent of "seeing what the team sees."

??It’s important to balance empowerment with accountability. ?? Often empowerment is misinterpreted with unlimited freedom, in a sense that everyone can do what he or she wants. But you need to navigate your team between the ‘WHAT’ and the ‘HOW’: ??empowerment only works when you set clear goals or a framework as a leader. Provide clarity on the ‘WHAT’ you want to achieve ?? ??? give freedom on the ‘HOW’ to get there. The way to achieve a target is exactly the part where you can empower your team. Let them define their own way. Trust, that there are many ways to arrive at the goal ??? ??avoid detailed instructions how they should do it - that’s micromanaging ?? ? Ask instead ‘What’s your plan/proposal?’ And discuss with them ?

Moreover, fostering an environment where team members can freely share ideas and feedback is essential. This a a vital part of leading over managing. During this time, take your manager hat off and join the team conversation. Encourage open communication and collaboration, which helps to build trust and a sense of ownership among team members. Recognize and celebrate their contributions to reinforce their value to the organization. By balancing managerial support with inspirational leadership, you create a dynamic where employees feel both supported and challenged, leading to higher levels of engagement, creativity, and dedication to the team's objectives.

To communicate clearly I go back to my days as a teacher to use various forms of messaging and reinforcing to make my messages stick. Here are the general norms I use in communication: 1. Written comms are succinct. Use lists and any style choices which lower word counts. 2. When possible use multiple channels for the same message. Example with a set of goals, create and distribute an email memo, review the goals in a meeting, and then create visual trackers towards the goals. 3. Checking for Understanding - Have check's in place to ensure the team understands the communications. It's important to avoid being patronizing. 1:1s are a good space to probe understanding. In short, get-in get-out, repeat, and check for understanding.

Reflection is key, because as humans we are inclined to manage to our own preferences. Our teams are comprised of different people with varying needs and preferences. To help reflect, I leverage anonymous surveys to collect information that guides my reflection. As a rule of thumb, I measure my success as a leader by the willingness my reports have to provide constructive feedback. Furthermore, I create a document outlining my self-assessed strengths and weaknesses. I ask my team to prioritize my areas of growth and to add areas I missed. I find this type methodology builds trust and sets the background for deep reflection on what I need to do to improve. To conclude, anonymous surveys and feedback inform my reflection.

Gestionar y liderar un equipo requiere equilibrio dinámico, mucha flexibilidad, adaptación y ser consciente de qué habilidades se requieren en cada momento, y va a requerir ser auténtico y conocerse muy bien y conocer al equipo, al final somos uno, no dos,... No son incompatibles, pero sí nos requieren diferentes capacidades y habilidades, mejor dicho diferentes medidas de todas, y digo esto porque el enfoque centrado en las personas ya no es solo cosa del líder, también del gestor, y porque el comunicar la misión y visión o la innovación no solo ocurre en el liderazgo, en la gestión de procesos también.

A leader for sure manages, but not all managers are leaders. Being a leader is that something extra that makes your team align with a goal, feel motivated, take ownership and be inspired to seek greatness. Leadership is about showing the way and teaching the team how to get there, then let them shine on their own to deliver. It's also about empowering others to grow. You can be just a manager and get results, sure. But if you want to transcend goal achievement and reach excellence, enhance your skills and become a true leader.

Analogía deportiva que puede ayudar a comprender la diferencia: -Magic Johnson y Pat Riley. Principales artífices de los èxitos de los Lakers de los a?os 80 -Riley fue el jefe Planificó, organizó e implantó la estrategia con una autoridad màs que legitimada -Magic fue el líder. -Inspiró. No sólo a los cientos de miles de fans, si no a propios compa?eros que mejoraron su rendimiento -Influyó. Sobre el equipo y la NBA que estaba en declive a finales de los 70. -Guió. Desde el ejemplo. Sin ser anotador, asumía la responsabilidad en los momentos complejos del partido. Se puede ser un gran líder sin ser el jefe. Y un gran jefe sin ser el líder. La convivencia de ambos perfiles resultó determinante para el ?xito del equipo.