{"id":8841,"date":"2020-09-29T20:14:42","date_gmt":"2020-09-29T20:14:42","guid":{"rendered":"https:\/\/oxfordcorp.com\/evolving-your-leadership-style\/"},"modified":"2023-10-24T09:39:26","modified_gmt":"2023-10-24T09:39:26","slug":"evolving-your-leadership-style","status":"publish","type":"post","link":"https:\/\/www.oxfordcorp.com\/nl\/insights\/blog\/evolving-your-leadership-style\/","title":{"rendered":"Evolving Your Leadership Style"},"content":{"rendered":"<p>When it comes to delineating differences between managers and leaders in the business world, the following top-down logic has historically prevailed:<\/p>\n<ul>\n<li>Managers perform. Leaders inspire.<\/li>\n<li>Managers set goals. Leaders create vision.<\/li>\n<li>Managers maintain. Leaders innovate.<\/li>\n<li>Managers build systems. Leaders build relationships.<\/li>\n<li>Managers look to the bottom line. Leaders look to the future.<\/li>\n<\/ul>\n<p>These examples align with a\u00a0<a href=\"https:\/\/guides.wsj.com\/management\/developing-a-leadership-style\/what-is-the-difference-between-management-and-leadership\/\" target=\"_blank\" rel=\"noopener\">host of similar aphorisms<\/a>\u00a0that wind up painting managers as\u00a0<a href=\"https:\/\/www.forbes.com\/sites\/williamarruda\/2016\/11\/15\/9-differences-between-being-a-leader-and-a-manager\/#17e606894609\" target=\"_blank\" rel=\"noopener\">dour gatekeepers of the corporate status quo<\/a>, while leaders get to move about talking, mingling, and seemingly having all the fun.<\/p>\n<p>But as the world continually shifts, so too must businesses \u2014 from the principles that organize them to the people who run them. Revered management guru Peter Drucker was one of the first to identify the emergence of\u00a0<a href=\"https:\/\/hbr.org\/2014\/10\/what-peter-drucker-knew-about-2020\" target=\"_blank\" rel=\"noopener\">today\u2019s knowledge-dominant economy<\/a>\u00a0and presaged that this shift would place people front and center as a business\u2019 greatest asset. As a result, success is now dependent less on systematizing and measuring tangible outputs, and more on identifying and nurturing the unique strengths and talents of an individual workforce. For any organization to thrive, all its people must be guided by the constant motivation to learn, improve, and innovate.<\/p>\n<p>And that holds true at every level, especially for those in leadership roles.<\/p>\n<p>Now, more of today\u2019s managers are\u00a0<a href=\"https:\/\/hbr.org\/2018\/05\/managers-cant-be-great-coaches-all-by-themselves\" target=\"_blank\" rel=\"noopener\">expected to play \u201cCoach,\u201d<\/a>\u00a0responsible for harnessing talent and encouraging the development of human capital. They are also more likely to step into the realm of inspiration and team building traditionally reserved for leaders. In turn, this fluidity presents today\u2019s executives with the opportunity to cultivate the single most important quality that will give any business an edge: innovation. This applies not only\u00a0to their businesses, but also themselves.<\/p>\n<p>Personal innovation, of course, is not a linear process. It cannot be simplified to engineering new technology or refining design. Leaders are individuals, with their own set of strengths and weaknesses. Successful executives have likely already learned to play to their strengths. But maintaining \u2014 or even surpassing \u2014 such success is now just as likely to boil down to learning how to plumb their weaknesses.<\/p>\n<p>A recent article from the Harvard Business Review identified\u00a0<a href=\"https:\/\/hbr.org\/2018\/05\/managers-cant-be-great-coaches-all-by-themselves\" target=\"_blank\" rel=\"noopener\">four distinct coaching styles<\/a>\u00a0commonly used by managers to develop talent. The most successful approach was that of \u201cConnector\u201d managers: those who \u201cgive targeted feedback in their areas of expertise; otherwise, they connect employees with others on the team or elsewhere in the organization who are better suited to the task. They spend more time assessing the skills, needs, and interests of their employees, and recognize that many skills are best taught by people other than themselves.\u201d<\/p>\n<p>Executives don\u2019t necessarily have direct managers responsible for evaluating their professional evolution, but that doesn\u2019t mean they can\u2019t benefit from taking a similar approach to how they grow on their own. If the ability to maintain relationships has traditionally been considered the domain of leadership, then leaders are already at an advantage with a built-in network of contacts they can call upon for support.<\/p>\n<p>It may sound counter-intuitive. After all, being at the top has implications that others may come to you for advice. But business isn\u2019t static, and progress doesn\u2019t happen in a vacuum. There are a few key areas executives can target to develop or sharpen skills required for today\u2019s leaders. But applying their inherent strength as \u201cConnectors\u201d is also a sound way for executives to identify what they could personally stand to improve, and then leverage their network to access the right resources and ideas to go about that process.<\/p>\n<p>In today\u2019s more team-based, lateral management hierarchies, admitting to a weakness (or two), doesn\u2019t mean you\u2019re losing an edge. On the contrary, by working to overcome deficiencies in skills, perspective, and knowledge, you\u2019re much more likely to gain an even stronger foundation from which to lead.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>The differences between managers and leaders are shifting. For an organization to thrive, each individual should have a goal of learning, improving, and innovating. This holds true at every level, but especially for those in leadership roles.<\/p>\n","protected":false},"author":10,"featured_media":8834,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[183],"tags":[],"category-tag":[],"class_list":["post-8841","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.1 (Yoast SEO v27.1.1) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Evolving Your Leadership Style - Oxford Global Resources<\/title>\n<meta name=\"description\" content=\"The differences between managers and leaders are shifting. For an organization to thrive, each individual should have a goal of learning, improving, and innovating. 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