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“Management is about doing things right;
Leadership is about doing the right thing.”
“Management is about efficiency;
Leadership is about effectiveness.”

—Peter Drucker

I hear a lot of people using the words “management” and “leadership” interchangeably. However, although these words are interrelated, these terms describe two very different things. In some ways two sides of the same coin, to me the maxim that sums it up best is this: “Manage the Process…and Lead the People.”

Out of all the many thoughtleaders out there who have explored this topic, to me, John Kotter of Harvard Business School does the best job of defining and describing the subtle-but-important distinctions. In brief, Kotter talks about how these are not different positions or different people, but different functions, each with its own characteristic activities. When we’re dealing with short-term, day-to-day tasks, execution, and getting things done, those are management-related activities. And when we’re dealing with bigger-picture, longer-term strategic and people-related activities, that’s the focus of leadership.

Of course, I’m simplifying here, but as Kotter describes it, the intended outcome of management-related activities is order, stability, and results…while the outcome of leadership-related activities is change. Hence, the paradox—and the inherent conflict—of simultaneously trying to produce stability and change at the same time.

I’ve found that one of the most thought-provoking and eye-opening ways to explore this crucial topic is by posing these four essential questions:

• What is “management”?

• What is “leadership”?

• What’s the difference?

• Why does it matter?

I’ve found that one of the best and most interesting ways to wrap our minds around and explore the subtle-but-important distinctions between “management, managing, and managers” vs. “leadership, leading, and leaders” is through the use of examples, analogies, and metaphors. Please note, as you think about distinguishing between these two terms, that there are, indeed, some gray areas of overlap—it is not black and white. As you read through the list below, you’ll see some examples are simple and straightforward, while others may require some thought—and, perhaps, even lead to some debate. But let’s see what you think after seeing the table on the next page.

With these definitional differences in mind, and with the acknowledgment that “management” and “leadership” are not, necessarily, positions or titles, but functions with distinct areas of focus, the question then becomes, “Why does it matter”?

Management	Leadership
Doing things right	Doing the right things
Efficiency	Effectiveness
Present	Future
Short-term	Long-term
Micro view	Macro view
Small Picture	Big Picture
What and How	Who and Why
Detail-focused	Idea-focused
Internally-focused	Externally-focused
Hard Skills	Soft Skills
Operational	Organizational
Tactics	Strategy
Execution	Planning
Pushing	Pulling
Delegation	Coaching
Things	People
Quantitative	Qualitative
Tangible	Intangible
Practical	Visionary
Risk-averse	Risk-taking
Rational	Emotional
Problem-solving	Opportunity-seeking
Analytical	Conceptual
IQ	EQ
More of a Science	More of an Art
Evolutionary	Revolutionary
Skeleton and Head	Head, Heart, Soul, and Guts
“Left brain”	“Right brain”
Fishing	Teaching how to fish
Microscope	Telescope
Playing Checkers	Playing Chess
Focused on the position	Focused on the person in the position
Getting the most out of your people	Getting the best out of your people
Order	Change

To me, the answer is not just a matter of semantics but of success, as understanding the difference will lead to you being better at both managing and leading. How? Primarily by helping to identify what type of problem we are trying to solve, what type of situation we are facing, and whether it requires either a management-based or leadership-based solution.

For example, “hiring and staffing” are management-related functions, while “people development” is a leadership-related activity. With that being the case, it helps to separate the two activities, and know which metaphorical “hat” we need to wear at any given time to successfully perform them. Similarly, “delegation” is a process-oriented management function, while “coaching” the person who we’ve delegated to is a leadership-related activity.

Another valuable point to keep in mind is that regardless of your title or position, and whether or not you have direct reports, you still need to “manage” and “lead” your own life! Take a look at the words on the list and think about how they apply to you both in leadership and in life. While you are dealing with your calendar, paying your bills, going to work, organizing your world, and getting things done, you are “managing” your life. When you are thinking big picture, long term, strategically, creatively, learning, and growing, you are “leading” your life.

If you think about it, you are the CEO of your life. You are also the COO, the CFO, the CIO/CTO, the CMO, the CHRO/CPO, and the CLO. How?

• As the CEO (Chief Executive Officer), you are responsible for determining your life’s vision, mission, values, culture, and strategies…along with motivating and inspiring yourself to turn your vision into a reality.

• As the COO (Chief Operating Officer), you are responsible for all tasks associated with executing your strategic plan (scheduling, planning, project management).

• As the CFO (Chief Financial Officer), you are responsible for all the money-related decisions in your life (budgeting, accounting, financial planning, investments).

• As the CIO/CTO (Chief Information Officer/Chief Technology Officer), you are responsible for all the information and technology-related decisions in your life.

• As the CMO (Chief Marketing Officer), you are responsible for overseeing your personal brand, and marketing yourself to the outside world—both online and offline.

• As the CHRO/CPO (Chief Human Resources Officer/Chief People Officer), you are responsible for all traditional HR-related functions, including handling your compensation and benefits, wellness, compliance, career planning, and performance management and measurement.

• As the CLO (Chief Learning Officer), you are responsible for your own personal and professional development, including training, coaching, mentoring, and setting yourself up for future success.

So, let’s revisit our original four questions: What is Management? What is Leadership? What’s the Difference, and Why does it Matter? I hope that by having a better understanding of the distinctions between managing and leading, you’ll be better enabled to both manage and lead others more efficiently and effectively, as well as manage and lead an even more successful life.

In Review

The Big Lesson: Understanding the important distinction between management and leadership will enable you to do both more successfully.

The Big Question: By thinking about yourself as the C-Suite of your own life, how will this help you to be more efficient and more effective—both now and in the future?

Your Insight:

Your Action: