SUMMARY ATTEMPT | WHO'S HOLDING YOUR LADDER | SAMUEL R. CHAND | CHAPTER 5

CHAPTER 5

ARE WE MANAGING LADDERS

Leaders know where they want to reach. They point up toward the spot that's so high those standing next to them don't always see it.

First, I want to make it clear that leaders aren't superior and neither are managers. One is not more important than the other; however, they are different.

Second, we need to recognize which one we are, because if we are leaders in managers' position we are frustrated and ineffective. Just as true, if we're managers in leaders positions were killing the organisation.

Leaders | Managers

Emphasize what and why | Emphasize how and when

Work from the future back to the present | Work from the past to the present

Focus on the long term | Focus on the short term or immediate

Embrace a macro-perspective | Embrace a micro perspective

Favor innovative thinking | Favours routine/save thinking

Seek to balance idealism with realism | Emphasize pragmatism over idealism

Show revolutionary flair | Protect the status quo

Clarify the vision: inspire and motivate | Implement the vision

Excite others by change | Are threatened by change

Decide quickly | Decide slowly

Identify opportunities | Identify obstacles

Take risks | Avoid risk

Pursue resources | Actions limited to available resources

People centred | System centred

Idea centred | Plan centred

Centre on core issues | Distracted by peripheral issues

Want others' approval | Need others approval

Do the right thing | Do things right

OBSERVATIONS ABOUT LEADERS AND MANAGERS

Leaders and managers complement each other. 

Both need to work in the area of their strengths.

Successful managers aren't always successful leaders; successful leaders aren't necessarily successful managers.

We need to evaluate the success of managers differently from the success of leaders.

We consider managers successful when they operate the organisation efficiently as well as deliver services on time and within budget.

We consider leaders successful when they enable the organisation to grow in its ability to serve the community by discovering new needs, expanding the resources base, and innovative approaches to service delivery, and when they energize or transform the organisation.

Leaders know where they want to reach. Managers know exactly where to position the ladder for maximum benefits.

If we are managers, we pride ourselves on being practical. If we are leaders, we pride ourselves on being imaginative and visionary.

Leaders focus on the future. They work from the future back to the present to show others how to get to the fulfilment of their vision. Managers conceptualize by walking from the past to get to the present. They build on the past to work efficiently in the present.

If we switch managers into leaders' roles, everything stalls. If we try to make leaders into managers, they can't take their eyes off the skies long enough to figure how to strengthen the ladder or position all the people they need.

Those who know how will always work for those who know why.

Change excites leaders and it frightens managers. We need both. Healthy fear is an ally.

Leaders identify opportunities; managers identify obstacles.

Leaders take risks; managers avoid risk. The larger risk is to refuse to take a risk. If we wait until we are 100% sure were already too late

MAKING DECISIONS

We have four questions we need to ask before we make our decisions - and those four must be in the right order.

1. Does this go along with our vision, mission, and core values? The fewer things an organisation does, the better off they are because they can focus and do all of them well.

2. Do we have the heart to make this happen? (Zeal and commitment).

3. How will God be glorified?

4. How much will it cost? We don't discuss money until we answered the first three questions. No one can bring up the cost factor unless we have positive answers to the first three.

Leaders see the empty coffers and know they can fill them; managers see only that the coffers are empty.

Salvation is free, but ministry is expensive.

For leaders, people's approval is a want; for managers, approval is a need.

The best ladder holders are excellent managers. Once they devise a plan, they can make things happen.

For leaders, ideas, concepts, visions, dreams, and entrepreneurship, fills their tank,  puts a smile on their faces, and makes them excited. For managers, fulfilment, affirmation, and encouragement are the major motivators.

Managers get the most out of themselves, but leaders get the most out of others.

Source: Who's Holding Your Ladder by Samuel R. Chand

Summary Attempt: Who's Holding Your Ladder; Chapter 4

Summary Attempt: Who's Holding Your Ladder; Chapter 6

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