I’m a Leanager
by Walt Brock
Am I a leader or a manager? What’s the difference? Does it make any difference? Often we think these two skills are the same thing with different names. But they are different; they may be different sides of one coin, but they are different. Some say we are born with one and learn the other. Although we may have obvious tendencies toward one of these skills, learning to be at least proficient in the other is not impossible. One’s inborn skill tendency may make it more difficult to learn the other skill, but we limit the growth potential our Lord has created within us if we say we cannot learn the skill in which we are weaker. Christ exhibited both skills in His brief ministry upon the earth. He was very good at laying out a grand vision: we call it the Great Commission. Yet a short time before that, we see Him paying attention to feeding the thousands by seating them in groups of fifty and collecting the leftover food while inventorying it at the same time.
We all have probably read so many definitions of leader and manager that they all seem to blend together, but starting with a definition of each skill is nevertheless important. First, leadership is influencing people, which, of course, can be influencing others for good or bad, right or wrong, or forward or backward. Influencing others is the bottom line. To further complete that definition, we might say that leadership is exerting a positive influence on those around us to accomplish a desired goal. Second, for the definition of management, I like Myron Rush’s statement: “Management is meeting the needs of people while they go about doing their jobs” (1983, 13). Both of these definitions are focused on people and not on tasks. (For me, a task-oriented person, that focus has been difficult to learn, but I’m working on it.)
Leaders are better starters, and managers are better finishers. In learning to do both and doing them well, we fully develop the potential God has for us and effectively develop the ministry in which we serve.
Leaders value effectiveness and doing the right thing, while managers focus on efficiency and doing things right. How can we have a truly God-honoring ministry without both? Leaders tend toward being “generalists,” and managers are usually good with details. Must we be able to do both? Well, who wants to follow someone who “generally” balances the check book or “generally” delegates responsibility so vaguely that one would never know whether he has succeeded or failed—or possibly accomplished both at the same time. On the flip side, following a perfectionist, detail-oriented person is a true exercise in futility, because in an imperfect world something will always be not quite right. Waiting for everything to fall perfectly in place, as an analytical perfectionist is prone to do, requires more patience than most of us have. Such a single-dimensioned leader will not have followers very long.
Leaders may sometimes make quick decisions based on an inner sense of the direction of God’s will. On the other hand, managers may ask for more information and more time to gather their facts; but when they finally make the decision, they will probably make the right decision. What about the leader’s decision? Well, no one stays in leadership very long if they consistently make the wrong decisions. Good leaders, too, will generally make the right decision.
So, which skill is better to have? The answer is that both skills are necessary in any one ministry, but few of us are going to have a natural gift for both. Therefore, we must all decide to learn new skills, to develop our abilities, and to grow in our use of them. Maybe in the end, we should all become leanagers. Philippians 4:13 reminds us, “I can do all things [even learn, grow, and change] through Christ which strengtheneth me.” A leanager is one who rules through leaning on the Lord Jesus Christ for strength and wisdom to do his job.
Leadership/Management Complements
In evaluating the skills in each column, we would conclude that both are necessary in any one ministry. If both do not reside in one leader, are there two leaders who will complement each other and thus provide the total package needed in that ministry?
MANAGEMENT | LEADERSHIP |
---|---|
Equilibrium—success is measured by a smooth running operation |
Disequilibrium—success is measured by the yardstick of purpose |
Reactionary decisions | Pro-active decisions |
Tyranny of the urgent rules | Important things get done |
Today’s activity is determined by today’s biggest problem | Today’s activity is determined by my goals and objectives |
Little concern for what is going on outside my ministry |
Makes adjustments to what is happening outside my ministry |
Maintains through systems and controls | Leads through innovation and creativity |
Task-centered and motivated | Relies on people and considers their suggestions |
We must do things right | We must do the right things |
Efficient | Effective |
Focus on the what | Focus on the why |
Desire for stability . . . for things to stay the same | Desire for things to change . . . to grow |
Mediocrity is tolerated, if stable | Emphasis on improvement |
Relies on outside influences remaining static, tends toward isolation | Plans on outside changes occurring, keeps an eye on the culture |
Confidence is built through stability, a powerful motivator | Challenge is embraced through the necessary change that precedes growth, which brings change |
Danger found in activity traps | Danger found in change leading in the wrong direction or creating major unaddressed problems |
Paper-based | Personality-based |
Task-oriented, for people | People-oriented, for tasks |