Recently, I have been engaged as a consultant to help organizations build a high-performance culture. A big part of this work is meeting with all of the team members to hear from them about what’s working and what is getting in their way. The two most common areas of frustration that come up center around Clear Vision and Efficient Processes. These two themes indicate issues in leadership and management across the organization. It’s absolutely necessary to have strong performers at the helm in both of these two distinct roles when building a high-performance culture. 

There is a difference between a leader and a manager.

And, more importantly, I don’t see one role as superior to the other. In my experience, BOTH roles are VITAL to a high performing organization, and most individuals are better suited to one role than the other no matter their years of service or formal training.

My career progression took me straight from coach & professor to Athletic Director skipping the traditional promotion steps of Coordinator, Manager and Associate Director positions. My appointment to the role of Director was atypical. I would hazard to say that if I had to follow the typical promotion pathway, I would have never made it to the Director level. I am honestly not suited to managerial tasks, and many folks who are among the very best Coordinators and Managers will not make great Athletic Directors.

High performing organizations need the right folks in the right positions to thrive. Pushing folks through ladders may not optimize your team.

Here are some clues to help steer you towards the path you’ll most likely thrive in:

Managers or Execution Specialists: 

• Pay attention to details and are committed to excellence.
• Mind and steward resources to make sure we are always in the black.
• Ensure we have policies and processes for consistent results.
• Value accountability, feedback and clear goals and objectives.

Leaders or Visionaries:

• Value ambiguity and uncertainty as space for opportunities and innovation.
• Communicate a compelling vision that galvanizes teams towards shared goals.
• Lead by example, embodying the values and principles they espouse.
• Foster a culture of creativity and experimentation to drive continuous improvement.

Sometimes, folks find themselves in a position they are not best suited for but have moved into a new role because it seemed like the next logical space for them to grow into. If you read through the aforementioned list and are wondering whether you are wearing the right hat for you or are lining yourself up for the right role, it might be time to take a pause and do some soul searching. 

I encourage you to take some time to gain the insight as to where your talents, temperament and preferences will be most valued as you choose which positions to apply for and which mentors to seek out to accelerate your personal growth in the most advantageous route.

Find your best fit, and your career will soar!