『Leaders, Not Just Managers Please』のカバーアート

Leaders, Not Just Managers Please

Leaders, Not Just Managers Please

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Many organisations say they need better leadership, but what they often have is a collection of very busy managers. Managers are expected to control costs, meet deadlines, maintain quality, solve problems and keep increasingly complex processes moving. Then, without providing much leadership training, companies complain that these same people are not developing their staff, communicating the strategy or inspiring stronger performance. Management and leadership overlap, but they are not the same job. Organisations need people who can manage the processes, interpret the strategy and develop the people. What is the difference between a manager and a leader? Managers make sure the work gets done correctly, while leaders make sure people understand where the organisation is going and want to contribute to getting it there. Managers naturally concentrate on processes, budgets, deadlines and quality. Modern work involves multiple interconnected tasks, so one late or poorly completed piece can disrupt an entire project. Someone must watch the details and make sure everything stays in tandem. Leadership adds two major responsibilities: setting or interpreting the strategy and developing the people. Senior executives may determine the broad corporate strategy, but leaders further down the organisation must translate that strategy into meaningful action for their own division, department or team. The problem is that companies often promote good technical performers into management and assume leadership will somehow appear automatically. Do now: Clearly define which parts of a role involve managing processes and which parts require leading people. Why do good managers sometimes struggle to become leaders? Good managers often struggle with leadership because the abilities that earned them promotion are not necessarily the abilities they need after promotion. A technically strong employee may be promoted because of expertise, reliability and attention to detail. These are valuable qualities, particularly in Japan's no-defect work culture, where managers are expected to prevent errors and avoid surprises. However, leadership requires a different set of behaviours. Leaders must communicate direction, coach individuals, handle difficult conversations, build confidence and persuade people to support objectives beyond their own immediate responsibilities. Too many companies provide little formal training, limited onboarding and almost no meaningful on-the-job coaching before expecting newly promoted managers to lead effectively. This became even more obvious during the pandemic, when remote work reduced opportunities to observe experienced leaders and learn informally. Promotion changes the title immediately. It does not automatically change the person's capabilities. Do now: Provide leadership training before or immediately after promotion rather than waiting for the new leader to struggle. How should leaders connect corporate strategy with daily work? Leaders must translate broad corporate strategy into practical priorities that employees can understand, remember and act upon. Vision, Mission and Values statements are often beautifully framed and placed behind glass. Unfortunately, many become corporate dust catchers. Nobody remembers them, nobody discusses them and certainly nobody lives them. The leader's job is to make those ideas real. Employees need to understand how the organisation's strategy connects with their daily responsibilities, customer interactions and decisions. They also need to know what the strategy means for their particular team. This requires repetition. It is not enough to mention the strategy at an annual meeting and assume everyone is now aligned. At Dale Carnegie Tokyo Training, we begin each morning with what we call the "Daily Dale". We review our Vision, Mission and Values, together with one Dale Carnegie human relations or stress management principle. Repetition helps the team remember the ideas so they can actually live them. Do now: Turn strategic language into short, repeated conversations about what employees should do differently today. How did Ritz-Carlton make its service principles part of the culture? Ritz-Carlton made its service principles operational by discussing them constantly rather than leaving them in a manual. I once attended a presentation in Osaka by Ricco De Blanc, who helped open the Ritz-Carlton hotels in Osaka and Tokyo. He explained the organisation's customer service principles and how they were embedded into daily operations. I was so impressed that I later invited him to speak to my colleagues at Shinsei Retail Bank. I also convinced my boss to send me to the Ritz-Carlton training centre in Washington, D.C. When I returned, I adapted what I had learned and created customer service principles for our retail banking business. The secret sauce was consistency. At Ritz-Carlton locations around the world, each shift began by reviewing the same service principle ...
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