Comments on: Charting the Course – Crossing the Boundary http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/ Senior Adviser, Board Member, Executive Coach, Author Sat, 17 Sep 2011 14:00:20 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12565 Dr. Earl R. Smith II Tue, 23 Feb 2010 14:15:07 +0000 http://www.dr-smith.info/?p=181#comment-12565 Alan S. Michaels wrote: Maybe. (Because Leaders need to also manage others..... And because Managers should know how to lead .... It's easy to use the terms interchangeably - although usually Leaders are also viewed as energetic visionaries ready.) Alan S. Michaels wrote:

Maybe.

(Because Leaders need to also manage others….. And because Managers should know how to lead …. It’s easy to use the terms interchangeably – although usually Leaders are also viewed as energetic visionaries ready.)

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12564 Dr. Earl R. Smith II Tue, 23 Feb 2010 14:14:16 +0000 http://www.dr-smith.info/?p=181#comment-12564 Thanks for the comment Alan. I have had a lot of responses to this idea and article but one thing is always missing in them - a leader has to be able to produce. Most approached to the question cast leadership as a passive or supervisory function. My experience is that great leaders are always the strongest horse in the team. Do you think that most people are confusing leaders with managers? Dr. Smith Thanks for the comment Alan. I have had a lot of responses to this idea and article but one thing is always missing in them – a leader has to be able to produce. Most approached to the question cast leadership as a passive or supervisory function. My experience is that great leaders are always the strongest horse in the team. Do you think that most people are confusing leaders with managers? Dr. Smith

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12562 Dr. Earl R. Smith II Tue, 23 Feb 2010 14:13:25 +0000 http://www.dr-smith.info/?p=181#comment-12562 Alan S. Michaels wrote: Hello Earl, You're a great story-teller; it's fun to learn from your stories. I agree with you that the leadership skills required of a start-up are very different from the leadership skills required of a company experiencing growth (needing repeatable processes / professional standards, etc.). Alan S. Michaels wrote:

Hello Earl,

You’re a great story-teller; it’s fun to learn from your stories.

I agree with you that the leadership skills required of a start-up are very different from the leadership skills required of a company experiencing growth (needing repeatable processes / professional standards, etc.).

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12520 Dr. Earl R. Smith II Mon, 22 Feb 2010 14:53:18 +0000 http://www.dr-smith.info/?p=181#comment-12520 Connie, Thanks for the comment. I am not sure about the implied continuum of management to leadership. The idea seems logical but I have found that leadership is something different from the ability to manage. One of the major differences comes when you focus on the source of direction. Managers get their orders from within the organization while leaders tend to adopt strategies focused on moving onto new ground - they take their orders from a situational awareness and a vision of the way forward. What do you think? Is there a sharp difference between managers and leaders or are they different parts of the same idea? Earl Connie, Thanks for the comment. I am not sure about the implied continuum of management to leadership. The idea seems logical but I have found that leadership is something different from the ability to manage. One of the major differences comes when you focus on the source of direction. Managers get their orders from within the organization while leaders tend to adopt strategies focused on moving onto new ground – they take their orders from a situational awareness and a vision of the way forward. What do you think? Is there a sharp difference between managers and leaders or are they different parts of the same idea? Earl

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12518 Dr. Earl R. Smith II Mon, 22 Feb 2010 14:52:34 +0000 http://www.dr-smith.info/?p=181#comment-12518 Connie Tsui-Burchfield wrote: Dear Dr Smith, Thanks for sharing your stories and insights. In fact, clients that I met often ran into 'low leadership, high management' (growing company) or 'high leadership, low management' (startup) problems. As I attend John Kotter's class last week, we were once again being reminded to move people from high management to high leadership in critical times. In your case, probably your diagnosis is right ... management is desperately in need to guide people and put things in order. It's time for your client to take this opportunity to grow even bigger! Connie Connie Tsui-Burchfield wrote:

Dear Dr Smith,
Thanks for sharing your stories and insights. In fact, clients that I met often ran into ‘low leadership, high management’ (growing company) or ‘high leadership, low management’ (startup) problems. As I attend John Kotter’s class last week, we were once again being reminded to move people from high management to high leadership in critical times. In your case, probably your diagnosis is right … management is desperately in need to guide people and put things in order. It’s time for your client to take this opportunity to grow even bigger! Connie

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12516 Dr. Earl R. Smith II Mon, 22 Feb 2010 14:51:29 +0000 http://www.dr-smith.info/?p=181#comment-12516 Richard, I have noticed that much of the focus on 'leadership' among the organizations I work with is actually on 'management'. I suspect that large organizations tend to blur the distinction and opt for the safe 'manager'. What do you think? Earl Richard, I have noticed that much of the focus on ‘leadership’ among the organizations I work with is actually on ‘management’. I suspect that large organizations tend to blur the distinction and opt for the safe ‘manager’. What do you think? Earl

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12514 Dr. Earl R. Smith II Mon, 22 Feb 2010 14:50:44 +0000 http://www.dr-smith.info/?p=181#comment-12514 Dr Richard Norris wrote: Good Day Dr Smith! Evidence inidates that your elephant in the room is a herd spread acorss the corporate and non-corporate world. 75% of more than 17,000 executives surveyed across 72 countries said their #1 need in their organizations is leadership development (see Global Leadership Forecast 2008/9). With that kind of majority why did it take a survey to unearth it...the elephants are breeding...globally! Be Awesome! Richard Dr Richard Norris wrote:

Good Day Dr Smith!

Evidence inidates that your elephant in the room is a herd spread acorss the corporate and non-corporate world. 75% of more than 17,000 executives surveyed across 72 countries said their #1 need in their organizations is leadership development (see Global Leadership Forecast 2008/9). With that kind of majority why did it take a survey to unearth it…the elephants are breeding…globally!

Be Awesome!
Richard

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12512 Dr. Earl R. Smith II Mon, 22 Feb 2010 14:49:47 +0000 http://www.dr-smith.info/?p=181#comment-12512 Tony Bradshaw wrote: I'll try to take a look at this later. We're a rapidly growing company experiencing some typical growth pains. Tony Bradshaw wrote:

I’ll try to take a look at this later. We’re a rapidly growing company experiencing some typical growth pains.

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12314 Dr. Earl R. Smith II Sat, 20 Feb 2010 20:32:15 +0000 http://www.dr-smith.info/?p=181#comment-12314 Mayank Chauhan wrote: The article is absolutely great. I really appreciate and love the knowledge that comes out in what has been written. Mayank Chauhan wrote:

The article is absolutely great. I really appreciate and love the knowledge that comes out in what has been written.

]]> By: Dr. Earl R. Smith II http://www.dr-smith.info/charting-the-course-%e2%80%93-crossing-the-boundary/comment-page-1/#comment-12223 Dr. Earl R. Smith II Wed, 17 Feb 2010 16:56:19 +0000 http://www.dr-smith.info/?p=181#comment-12223 Great comments - thanks Shan and Jeyaseelan.I have had a lot of responses to this idea and article but one thing is always missing in them - a leader has to be able to produce. Most approached to the question cast leadership as a passive or supervisory function. My experience is that great leaders are always the strongest horse in the team. Do you think that most people are confusing leaders with managers? Earl Great comments – thanks Shan and Jeyaseelan.I have had a lot of responses to this idea and article but one thing is always missing in them – a leader has to be able to produce. Most approached to the question cast leadership as a passive or supervisory function. My experience is that great leaders are always the strongest horse in the team. Do you think that most people are confusing leaders with managers? Earl

]]>