Suggestions for Balancing Leadership and Management
Leadership for Intelligence Professionals
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Learn to Lead |
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Welcome |
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Leadership for Intelligence Professionals |
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Course Syllabus |
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Course Topics |
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Introduction to Leadership |
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Leadership Traits and Qualities |
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The Leader's Character |
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Types of Leaders and Styles of Leadership |
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Leadership Competencies |
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Followership, Leadership and the Staff Officer |
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Leadership in Intelligence Coordination: Leading Teams |
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Leadership in Management |
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Supplemental Materials |
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Supplemental Materials |
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Self-Assessment |
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Self-Assessment Guidance |
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Worksheet |
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Personal Leadership Development Plan |
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Plan Guidance |
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Example |
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Two Student Examples |
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Student Example: Calendar Style |
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Personal Leadership Philosophy |
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Philosophy Guidance and Example |
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Student Examples |
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COMMUNICATIONS |
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The Navy and Cape Henlopen |
Learn to Lead
learntolead@earthlink.net
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Suggestions for Balancing Leadership and Management
There is no shortage of general recommendations about how to balance your focus and activities as an organizational Leader-manager.
Larry Bossidy the (now-retired) Chief Executive Officer of Honeywell.
He was asked in an interview; "Many CEOs delegate execution [management] to the chief operating officer [COO]...Isn’t that one solution?" He responded;
I don’t believe in this CEO-COO concept. It divides the left brain from the right brain...If you are trying to groom leaders...You want to breed people with both capabilities...CEOs must be involved in execution, not just strategy.
When it was pointed out by the interviewer that "CEOs are supposed to be thinking big thoughts about strategy. How can they do that if they don't delegate the grunt work of day-to-day execution to line managers?" To that Bossidy responded;
You certainly have to be a strategist, but you better make sure you're involved in the orchestration, implementation of strategy as well. If you don't and it doesn't succeed, you're toast....[but] Micromanaging is to be avoided at all costs.
Since retirement, Bossidy has written a book in which he further emphasizes the need for the CEO to also function as the COO.
Interview Published in
Larry Bossidy with Ram Charan and Charles Buruk , Execution: The Discipline of Getting Things Done.
Lee Iococca former CEO of Chrysler Corp.
“Management is easy; select the good people and set the right priorities.”
Lee Iococca with Christine Whiting, Where Have All the Leaders Gone?
David Allen
He advocates that the role of an organizational Leader is to “Make it Happen”.
Most Leaders focus on framing the vision, crafting the purpose, capturing and communicating the “spirit” of the organization. Actually getting things done is left to managers and front line workers. In fact, some leaders fail to see that making things happen is their job.
David Allen, “Make it Happen” in Leadership Excellence March 2006.
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