These days, the words "Leader" and "Manager" are often used interchangeably. But there is quite a difference between the two. If you're wondering which you are, consider the definitions. A manager is "one who handles, controls, or directs." A leader is a "person who guides or inspires others". Which are you - at least most of the time? Contrary to popular belief, a manager doesn't become a leader just by getting to a
position of higher authority. Becoming a leader takes work and lots of energy. You have to really, really believe in yourself and others before you can become someone who inspires those around you.

If you want to remain a manager, do the following:

> Keep all the knowledge to yourself. Don't share information about your organizational results, operational goals or department objectives with those who work for you. After all, if others know what you know, they will take your job, right?

> Spend your time working on and worrying about today. It doesn't really matter where you or your employees fit into the so-called 'big picture'. Focusing on the future is just a waste of time, because, sooner or later, Senior Management will just change their minds anyway.

> Get involved in everything your employees are doing. It will be frustrating that the people who work for you can't seem to get things done on their own, and you will more than likely complain endlessly about it. But if you want it done right, do it yourself.

> Try to spend most of your time talking instead of listening, and tell your folks what to do instead of asking how they would do it - even if all they want came to you for was
advice.

> Don't spend too much time and energy recruiting good  talent or developing the people you have. They will only leave you for different jobs eventually.

Get the picture?

In his book Authentic Leadership, author Bill George put it this way:

"We need authentic leaders, people of the highest integrity, committed to building enduring organizations. We need leaders who have a deep sense of purpose and are true to their core values. We need leaders who have the courage to build their companies to meet the needs of all their stakeholders, and who recognize the
importance of their service to society.

As a leader, you have the task of engaging the hearts of those you serve and aligning their interests with the interests of the organization you lead. Engaging the hearts of others requires a sense of purpose and an understanding of where you're going. When you find that special alignment, you and your team will have the power to move mountains. Nothing will be able to stand in your way."

                                                                         Lead with Confidence,
 

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