The Concise Management & Leadership Guide: The Concise Collection, #2

By Adrian Brown

Adrian Brown has created 'The Concise Management & Leadership Guide' to empower an individual being able to make a difference in an organisation, not just for yourself and your employers, but for the people around them.

After being involved over and around a variety of managerial techniques through his lifetime throughout hugely differing organisations, Adrian thought he could share what he has picked up in various courses and experiences along the way through over 35 years within the workplace.

Adrian has used experience from working within the Royal Air Force, Transport for London (TfL) the BMW Group to create this simple step by step guide. Having a schizophrenic side, he was involved deep within the UK Rave and party scene of the late '80s that spread into the club scene of the early '90s... He has seen what true pioneers of managing and leadership are.
The guide lays down what can be applied across all aspects of business, no matter the size of your organisation.
From forging new teams through to preparing from a mental perspective, the guide will act trusted companion. Its advice will create a team and workspace that anyone would be proud to boast that they work.

(Edition 01 v1)

• Language: English
• Publisher: Oppor Apects
• Release date: Sep 1, 2019
• ISBN: 9781393757467

Adrian Brown

Qualified to aeronautical engineering level through the Royal Air Force, in which he spent 12 years, varying types from heavy multi-engined and fast jet through to rotary wing. Adrian has worked within test equipment & calibration management in the BMW Group, BMW Manufacturing US in the Quality Management System departments within ISO 9001 (+ Family) ISO 17025 and TS 16949, previous to this he worked at Transport for London, where he cut his teeth in calibration, metrology, along with calibration and test equipment administration. With extensive experience in leading and supporting at a cross-functional level, Adrian  has improved and implemented quality processes that see noticeable gains in efficiency & performance through the eradication of costly purchase and procurement errors, along with putting knowledge processes in place throughout organisations that translate into time and cost saving, through comprehendible internal communications and documentation. Adrian has enjoyed working within challenging environments within forward-looking organisations, where he formed relationships that lead to positive results, by employing communication, quality, engineering knowledge, along with listening and learning from others experience. He began Oppor Aspects through his passion to help individuals and organisation to successful outcomes. He holds ‘TUV QM Test Equipment’ Representative (Calibration Asset Management) Representative Certification from TUV Rheinland.

Book preview

One thing to remember:

Anyone can accept a management position, it’s whether you choose whether to be a leader or not that is important.

1.  Managers vs Leadership

Hello & Welcome. In this chapter we will talk about leadership versus management.

The words ‘manager’ & ‘leader’ are the most commonly used words in the world of business today; they are also often used interchangeably. However, have you ever wondered what it means to be a good manager? More importantly, what does it take to be a great leader?

We will discuss management versus leadership. What exactly is management? Moreover, what exactly is leadership? Then we will look into the difference between both of them? What are the core values of a leader? That is something that is the crux of working in a position of authority in a modern organisation, learning how to set about Working to empower your people and those around them is the true essence of leadership?

1.1.  The difference

So, what exactly is the difference between ‘management’ and ‘leadership’? There are three assumptions based on ‘leadership versus management’:

Leadership equals management: meaning both leadership and management are synonymous or equal to each other.

Leadership and managers are not equal: they are entirely different from each other.

Leadership and management are complementary: That they complement each other and go side by side.

Let us find out which of the above assumptions is the correct one.

1.2.  Management Defined

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1.3.  What is a manager?

Let's understand the word 'management' as you must have heard this word numerous times in your career. Let's look into what exactly management is?

A manager is a person whose activities involves the following planning, organising, directing and controlling.

When looking at words like 'planning', 'organising' 'controlling', and  'directing', you might wonder whether a manager is also a leader. Well, all managers are not leaders, but all leaders can be managers.

Some managers can become leaders if, and only if, they assume the responsibility of a leader, which is to inspire people, motivating them to achieve their goals. While having the knowledge and ability to carry out planning, directing, controlling, are vital tasks essential for the role of manager, these are merely following guidelines and issuing orders. Carrying out these task of a manager does not make someone a leader.

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A manager may discover that it is easier to carry out a role using prior knowledge and experience, but is still tied to performing duties that are laid down as regulations, work instructions, rules and laws. There are specific duties and responsibilities given to the manager. They have to administer these duties. An employee of an organisation might follow managers because they have to, or they are just doing their job by following the orders of a manager. Another reason they would do what a manager says is because of fear, fear of being laid-off, or fear of not getting a promotion.

1.4.  A Leader Defined

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On the other hand, let's understand what leadership is all about? Well, the terms' leader' and 'leadership' have been around since time immemorial. You might have heard the words, in books, or from conversations. Let's understand what being a 'leader' and what 'leadership' is all about? Along with the process through which leaders influence the values, behaviour and attitude of people around them?

You may say a true leader is born. You might also hear that you can become a leader by acquiring and utilising the relevant skill sets. A 'leader' is different from a manager because a leader requires an individual personality and way of doing things that charm the people around them. Not all 'leaders' necessarily are managers. A 'leader' does not necessarily have an authoritative position; they might not be in charge of a team; they might not even be in a significant position. It is more than possible that a regular employee can also be an excellent leader. Leadership is not always about authority, or leadership is not always, or about the position you might occupy in an organisation.

Leadership qualities can be innate (come naturally), or they can also be acquired. As mentioned before, you might be a born a leader, or you might be born an average person that has the inspiration to become a leader. There is a particular skill-set that you might even want to learn how to be a leader. It is not rocket science and is quite a straightforward task. To become a leader, you need to believe in yourself and have faith in your abilities; this will display confidence and will make people naturally want to follow you. A leader motivates the team members to perform well. A leader always usually displays a lot of energy and enthusiasm.

Moreover, leaders are passionate about what they do, they endeavour to motivate people; love to show them a direction. A leader does not always take the employees along with them, showing them the way; they merely only tell them that this is the direction and motivate people to follow that direction to achieve their goals. A leader not only motivates when team members are performing well also motivates the members of the team in case of failure, a leader must also be good at motivating people who are failing at a task, or who are losing faith in themselves at that moment in time and are not performing, therefore giving them the momentum and ability to perform well and achieve their goals.

1.5.  Difference between managers and Leaders.

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A straight forward manager is someone who:

plans and budgets

organise and allocate the resources.

They control to solve problems.

A typical manager only does his duty, what is tasked to him, then what they have to task, usually what somebody above him or a hierarchy has told him to do, they're merely carrying out his job. The role requires working day in and day out, not because of any other reason or passion, but because they have been told.

Managers who do not endeavour leadership organise, allocate resources; they will walk around planning, budgeting, and organising. However, at the same time, they're also very controlling; they are not somebody who will give control to their people.

Whereas on the other hand, a leader is someone who shows where each task needs to be; they are not somebody who will tell people how to get there, to micro-manage. Leaders will only point team members in the right direction. They will align and influences the people; they will not make them respect him; a leader gains it. They will not be driven to follow them. However, at the same time, a