Why having a vision isn’t enough to be an effective leader | Suzy Welch for Big Think+

00:05:04
https://www.youtube.com/watch?v=23hhZbvFoBs

الملخص

TLDRSuzy Welch discusses the importance of balancing leadership and management skills in a role she terms "Lanager," merging the qualities of both leaders and managers. She emphasizes that good managers need to have a vision and be able to communicate the practical "how" and the visionary "why" to their teams. Effective 'Lanagers' act as translators between their teams and higher management, needing to convey and stand for convictions. Decision-making, especially in people management, while risky, builds integrity and leadership credibility. The role combines both tactical and strategic facets, making it challenging yet rewarding.

الوجبات الجاهزة

  • 🧠 Balancing leadership and management is essential.
  • 📢 Communicate the 'why' to enhance execution.
  • 🔄 Act as a translator between teams and leaders.
  • 🤝 Stand for principles to earn integrity.
  • 🎵 Explain vision and tasks simultaneously.
  • 🚀 Make decisions boldly to lead effectively.
  • 💪 Accept mistakes to build respect.
  • 🚥 Bridging tactical and visionary roles is vital.
  • 💡 Maintain conviction in decision-making.
  • 👥 People management decisions are the hardest.

الجدول الزمني

  • 00:00:00 - 00:05:04

    In the realm of leadership and management, it's essential to balance visionary dreams with tactical execution. If one only indulges in visionary talk without implementing action, they risk being disliked by their team. Conversely, focusing solely on day-to-day tactics without envisioning broader goals can also lead to resentment. Suzy Welch, a management professor, advocates for a combination of these roles into what she calls a "Lanager," a blend of leader and manager. She emphasizes practical application in the business world, where blending management and leadership skills is crucial regardless of team size. Effective management involves not just instructing tasks but also explaining the purpose behind them to inspire team members fully.

الخريطة الذهنية

فيديو أسئلة وأجوبة

  • What is a 'Lanager'?

    A 'Lanager' is a blend of manager and leader roles, emphasizing the necessity for both managing and leading in real-world scenarios.

  • Why is it important to explain the 'why' in tasks?

    Explaining the 'why' engages team members, helping them understand the purpose and execute tasks more passionately.

  • Can having conviction affect a Lanager's career?

    Yes, standing by principles might shorten one's career in certain places but will build a reputation for integrity.

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الترجمات
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التمرير التلقائي:
  • 00:00:00
    If you're a manager or a leader and all you do is dream
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    big dreams and think and talk about the future in lofty visionary terms and
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    you don't actually get anything done, everyone is going to hate you. And meanwhile,
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    if you're a person who's in the trenches and all you do is sort of the logistical
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    tactical, this is what we do tomorrow, grunty stuff, and you never go up to the
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    mountain top and say, "Here's our vision,"
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    everybody is going to hate you.
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    When I teach managerial skills, I refuse to use the word manager or leader, and I've
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    created this very unattractive word, "Lanager," which, of course, is a blend of those
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    two words because it's only academics who debate what leaders do versus what
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    managers do. And I actually believe from living in the real world of business that
  • 00:00:48
    there's really a blend of those two jobs in real life. And it doesn't make any
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    difference if you're managing three people or three hundred thousand people.
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    The very best people at the top of teams or organizations are doing a little bit of
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    managing and a little bit of leading.
  • 00:01:02
    Hi. I'm Suzy Welch. I'm a professor of management practice at NYU Stern School of
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    Business.
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    You can't execute or you can't ask people to do what you're asking them to if you
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    don't explain to them why you're asking them to do it. One of my favorite lines, and
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    I use it over and over again when I'm teaching, is, "You have to tell the drummer what
  • 00:01:27
    the words of the song are about."
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    You can't just give the drummer the music and tell him to hit it. He's not going to be
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    half as good or she's not going to be half as good as if they know what the song is
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    about so they can put their whole selves into it. This is what managers and leaders
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    should be doing. Okay? Telling the drummer and all the other musicians on stage what
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    the words of the song mean, why you're doing the work. And then,
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    this is the how. Now we're going to execute. And the job of the manager and the leader
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    at the same time is to be going back and forth between the why and the how and the
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    why and the how, sometimes in one conversation, and certainly always in the same
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    day.
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    Part of what makes you very good as a person running a team in the lanager role
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    is to be the simultaneous
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    translator
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    between your team and the people up there.
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    When I see simultaneous translators at the UN, and I see them going back and forth
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    translating a conversation between, say, the Chinese delegation and the Bulgarian
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    delegation, and you can see how exhausting this is, I think, yeah, that's the work
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    of a good lanager.
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    That takes diplomacy.
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    It takes courage.
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    It's more than being a messenger because when you're a messenger, you sort of drop the
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    bomb, you know, you say, this is what they're saying up there, and you just sort of
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    keep your poker face about it or you go up to the top and you say, "Everybody really
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    wants to work from home two days," you know, blah blah blah, and then you just sort of
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    stand there and you act like Switzerland. You're neutral.
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    The really good
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    lanager,
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    they are
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    not just doing that. They are explaining
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    both groups to each other, and they're taking a stand. I mean, the worst thing in
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    the world is a fingerprintless
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    lanager.
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    Leave no sign of what you really believe. Okay? Everybody comes to resent that. You
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    sort of agree with the last person in the room. You've got to have conviction.
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    It may shorten your career in some places, but at least you stood on your principle
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    and your reputation for integrity will follow you.
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    People hate making hard calls because
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    when you have put your name with the decision and then it bombs,
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    your name's on it, and nobody wants to be exposed to failure because generally people
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    want to keep their jobs.
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    But you have to develop this otherwise
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    you will get a reputation for a person who cannot be a leader. You can't move an
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    organization forward if you don't make decisions. You have to decide about pricing,
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    market segmentation,
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    branding. I mean, you just have to make one decision after another. The hardest
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    decisions, of course, are people decisions. Who goes into what job and what they
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    actually do. Don't get me started. That's very, very hard. But once you failed a few
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    times in business, you realize, oh, life will generally go on. And I'll be able to
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    say to my team, "Look, we did that once. It didn't work. I own it. This is what I've
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    learned." And the respect you get for saying, "I made that mistake. I own it. This is
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    what we learned" is unbelievable.
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    And I think you sort of have to do that once before you realize, oh, wow. That's
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    actually so much more effective than actually not even being associated with the
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    mistake. Everybody makes mistakes. And once you sort of say, "I made a mistake, I
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    really learned from it." People are like, "Oh, I really respect that person."
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    Sometimes I finish the semester
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    teaching about managerial skills and about half the class is like, "We're out." It's
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    hard. It's very easy by comparison to be an individual contributor
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    or to be, for instance, on a board where you're just big picture. Okay. Those two
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    different things are quite simple compared to what a lanager has to do, which is
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    both of those things at once.
الوسوم
  • management
  • leadership
  • decision-making
  • teamwork
  • integrity