Leaders, problems, and action

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“We measure a leader, not by the absence of problems, but how he or she confronts those problems and takes action.”

Rosabeth Moss Kanter

There has been a long and largely unprofitable debate in management circles about the difference between management and leadership. Over the years I have come to a realisation that management and leadership are inextricably linked and that they are defined by actions.

In the long run it does not matter what is said. The finest words pale into insignificance beside our actions. What we do defines us.

The true test of leadership is when problems arise. And the actions taken by the leader in response to problems are the measure of their leadership.

The leader needs to embody the values espoused by the organisation. The actions taken by the leader enable their teams to see how they too can respond to problems facing the organisation.

Good management goes hand in hand with good leadership, and it is how efficient and effective processes are put in place to support the business, its customers, and its staff.

Too often we see a combination of poor leadership with an absence of good management. This makes for an organisation with unhappy customers that is a horrible place to work.

And it is easily changed. Good leadership and good management will fix it. It can be surprising how quickly appointing an effective manager can turn a dysfunctional team into a functioning team. And to effect this change it is often how the leader confronts the challenges facing the team that causes a cascade of behavioural change among the team.

A good leader is a catalyst for new ways of being and of thinking for the team. As mentioned previously, the good leader embodies new ways for the team to be and gives them permission to act differently.

As managers we must give sincere thought to our role as leaders. We are the ones who set the tone for the team. For good or ill, leaders set the scene and signal the boundaries of acceptable and desirable behaviour.

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