Beauty Link - Volume 5, Issue 1 - (Page 36)

MANAGE OR LEAD? re you a manager or a leader? While many people aspire to leadership roles, they often function more as managers. Fundamentally, management is the activity of aligning people to accomplish organizational goals and objectives efficiently and effectively. Managers are responsible for achieving business goals and making a leader’s vision happen. Leadership is the back-and-forth process of influencing an organized group toward accomplishing its goals. We need managers as much as leaders, but misperceptions exist about both groups. DO YOU TAKE OUR SELFASSESSMENT TO FIND OUT BY DR. JEAN NORRIS A • Leadership is associated with a position. Leadership hap- pens at all levels and in all kinds of situations. Regardless of title or level, leadership skills can be strengthened, given the right support and motivation. MANAGER OR LEADER SELF-ASSESSMENT Circle a response for each question. 1. T/F: I think more about immediate results than mentoring others. 2. T/F: Knowing people’s long-term goals is nice but not required to get the job done. 3. T/F: The best way to build a team is to set a group goal that is highly challenging—maybe even “crazy.” 4. T/F: My greatest on-the-job pleasure comes from making the work process more effective. 5. T/F: I spend more time and attention on weaker performers than on my top performers who take care of themselves. 6. T/F: I like to surround myself with people who are better at what they do than I am. 7. T/F: People talk about “mission” too much—it’s best to let people do their work and not discuss values. 8. T/F: I’m careful where I spend my time, because the priorities I act on are what others will observe and follow. Apply your responses to the grid below to fi nd out if your preferences reflect a manager or leader role. Management 1 2 3 4 5 6 7 8 TOTALS T T F T T F T F Leadership F F T F F T F T COMMON MANAGEMENT MYTHS • The best team performer is most qualified to be a manager. While individual high performance is a prerequisite for management, it’s not the only consideration. Success depends on technical job skills as well as interpersonal and coaching skills. • Managers tell people what to do, and they do it. Managerial power is no substitute for influence. A manager must possess persuasive and collaborative skills to effectively influence others, including peers. • Managers have freedom. Managers often have less autonomy than they anticipated, with people to look after and additional performance duties. COMMON LEADERSHIP MYTHS • Leadership is common sense. People frequently think lead- ership is about applying “street sense” in situations. But as problems in today’s workplace point out, it’s very unlikely leadership is all common sense. • Leaders are born, not made. Ever heard the statement, “You are either born a leader or not”? Not true! Research has shown that human development is a result of both nature and nurture and both play a role in creating leaders. • Leadership comes only from the school of hard knocks. Experience is important but studying leadership offers you tools to assess, evaluate and reflect. Complementing experience with study will make you a better leader. 36 | B E AU TYLINK | BA CK TO BASIC S | 2 013

Table of Contents for the Digital Edition of Beauty Link - Volume 5, Issue 1

Message from the aacs president and cea co-chairs
Consider this
In-Depth Report
Be Your Best Educator
Superstar graduates
A Wish for Wellness
Beauty changes lives
Perception Is Reality
Step by step
Veterans and Our Industry
Do You Manage or Lead
Multicultural corner
What’s in a Grade?
Basics of Beauty School Budgeting
A Little Friendly Competition
A student’s perspective
Reality Check
And then there’s compliance
Beauty School Boot Camp
Associate member profiles
People & places
New products & services
Upcoming 2013 events
New school members
Index to advertisers

Beauty Link - Volume 5, Issue 1