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If you read almost anything on the subject of “leadership versus management” you will soon find that leadership is placed on the altar of the epitome of human achievement while management is looked at as a manipulative necessary evil.

My experience is that a true-blood leader or a true-blood manager is not nearly as useful as a person with overlapping attributes of both the leader and manager. My goal is to take the best of each (or both if both are honorable) and thereby add value, build, get results, enjoy satisfaction, and make a lasting difference.

The last column is in fact the “best of the leader and the manager.” If you have other ideas or comments on this, drop me a line and I’ll consider it for publication!

Subject	The Leader	The Manager	Best
Essence	Change	Stability	Implement change to create stability
Focus	Leading People	Managing Work	Lead people so that you can manage work
Have	Followers	Subordinates	Practice servant-leadership
Seeks	Vision	Objectives	Communicate vision and set objectives
Detail	Sets direction	Plans detail	Identify the direction and think thru challenges
Power	Personal charisma	Formal authority	Improve people skills continuously
Appeals to	Heart	Head	Appeal to both the heart and the head
Energy	Passion	Control	Use each as the situation requires
Dynamic	Proactive	Reactive	Combine thinking with a bias for action
Persuasion	Sell	Tell	Inspire and provide clear expectations
Style	Transformational	Transactional	Balance people with workload
Exchange	Excitement for work	Money for work	Live for excitement and be paid well as well
Risk	Takes risks	Minimizes risks	Measure your risks and then be bold
Rules	Breaks rules	Makes rules	Change the obsolete one to useful ones
Conflict	Uses conflict	Avoids conflict	Confront conflict - conflict often does not take care of itself
Direction	New roads	Existing roads	Take whichever one is required at the time
Blame	Takes blame	Blames other	Take the blame; correct others in private
Staff	Doesn’t have	Has	Study people management skills
Trainer	No	Yes	Be willing to train a successor
Develops others	No	Yes	Nothing more important than people
Planning	Clueless	Capable	Get help in planning skills – you need them
Sacrifices	Others	Himself	Sacrifice yourself first, never others
Talent Utilization	Poor	Excellent	Use people at their strengths
Quantity	Few	Few	Get good at this and you can write your ticket
Builds	Dreams	People	Build both – dreams are useless w/o people
Interest	Big Picture	Details	Get interested in both – both are needed
Secret of Success	Surrounded by good managers	Following a good leader	Be a good leader and a good manager
People	Uses	Loves	If you manage people, love people
Value	Ideas	Execution	Be creative and be practical
Mindset	Uniqueness	Systems	Invent then sustain
Tough Decisions	Avoids	Confronts	Do what’s best for the organization
Organization	A weakness	A strength	Learn how to be organized, get help if you need it
Workplace	Growth oriented	Maintenance oriented	Be good at sustained growth and embrace it
Time	Future oriented	Past and present oriented	Integrate all three into your thinking and actions
Measurement	Not interested	Highly interested	Know how to measure and why it's important
Brain Dominance	R-Imaginative, creative, emotional	L-Logical, rational	Use them both, know when to mitigate tendencies