In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences between managers and leaders:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing. Continue reading
To revolt within society in order to make it a little better, to bring about certain reforms, is like the revolt of prisoners to improve their life within the prison walls; and such revolt is no revolt at all, it is just mutiny. Do you see the difference? Revolt within society is like the mutiny of prisoners who want better food, better treatment within the prison; but revolt born of understanding is an individual breaking away from society, and that is creative revolution. Continue reading
The potent force that shapes behavior in these organizations and in all natural systems is the combination of simply expressed expectations of purpose, intent, and values, and the freedom for responsible individuals to make sense of these in their own way. Continue reading
In this chaotic world, we need leaders. But we don’t need bosses. We need leaders to help us develop the clear identity that lights the dark moments of confusion. We need leaders to support us as we learn how to live by our values. We need leaders to understand that we are best controlled by concepts that invite our participation, not policies and procedures that curtail our contribution. Continue reading
“If you can hire people whose passion intersects with the job, they won’t require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.”
But the process of illusion and disillusionment is part of life and goes on endlessly. In the early 40s what struck me forcefully was the conflict between my expectations and actual experience. At College I had come to believe that as a graduate I would automatically be at the head, leading my people in all their efforts. In a sense that was true of the majority of the Fort Hare students. Many of them left the lecture room straight to some cosy job, with a steady income and carrying a measure of influence. It is also true that graduates do enjoy the respect of the community especially in the field of education. But my experience was quite different. Continue reading
What a Producer Does
He has an idea and pursues it; or he learns of someone else’s idea and seeks the means to realize upon it … indeed, to be sure that it is improved upon. A good producer, as an inspirer of creativity, must, himself, be creative. He is a creative administrator … a judge of creativity. He guides and helps hundreds of people toward an objective that becomes increasingly clear-cut as the work proceeds from an idea, through its script and budget preparation, then to shooting (very tense and money hazardous), then to post-production (cost manageable and leisurely if you don’t have a pressing air date or release deadline). It’s like herding bees with a switch. Continue reading