Faircracker SUMMER 2019 Management versus

Leadership–Part I By Larry Berry, CPM

With my first fair under my belt and still breathing, I attribute the ability to still

maintain my sanity to my leadership abilities. Interviewing for the position they neglected to tell me all the integral parts to managing a fair, and basically threw me the keys to the buildings and said, “Congratulations, you’re a fair manag- er.” All I can say is OMG, why didn’t they warn me?

Noah heard the weather forecast and ordered

the building the ark. That was great leadership. Then he saw what the rabbits were doing and how they were multiplying and placed the ele- phants on the opposite end of the ark so they couldn’t see what was going on and that was management. There have been many great people who have studied and analysed leader- ship and management over the decades. There have been hundreds of books written, thousands of studies conducted, and extensive testing has been performed to evaluate leader- ship and management over the years. Each looked and reviewed management and leader- ship, evaluating the differences and functions associated with each area. Many identified managers as great leaders, and the term man- agement has also been debated and associat- ed with leadership and its true definition. Don’t leaders and managers do the same

thing? In some cases, yes! Don’t I have to have leadership qualities to be an effective leader? Of course, you do! Are management characteristics essential in leadership? Most definitely! So, what sets management and leadership apart, or are they? I look at the similarity of leadership and management like somewhat of a puzzle. There are the outside borders which are easier to identify and are critical in establishing the size of the picture, while the interior parts are more complex and usually harder to see how they play a role until the entire design or at least most of the puzzle is assembled. Many of us have been told there are distinct

and inherent differences between management and leadership. One of the ways I’ve always looked at the difference when I am speaking or consulting on the topic is as follows: “Management is efficiency in climbing the lad- der of success; leadership determines whether the ladder is leaning against the right wall.” Both are important; however, each has its place as teams or companies reach new goals and objectives. Managers manage people and

things, while leaders develop those people who manage others and those things related to any business (i.e. assets, inventory, sales, produc- tion, etc.). For some, management has been identified as a profession or job. I’m an ac- counting manager, or I’m a fair manager are examples. I am not aware of many “titles” that have “leader or leadership” included. So, what are those differences and why? I believe the proof of an effective leader is not what happens when you are around or people are looking, but what happens when you are not there and when people are not looking. This is similar as how many perceive being ethical or holding moral values. Great leaders build and empow- er teams so in their absence, things just get done. They develop others where an operation is not dependent on one person, and others just know what and how something should be done. Let’s first look at those great leaders many of

us can identify with, and some of the related characteristics we find in efficient and effective leaders. To hit a target, you first have to be able to see it. There have been many ways of saying it, but this is how I interpret leadership from a general perspective; “A great leader provides an environment where people don’t want to do great work because they have to… but because they want to!” I’ve had many lead- ers in my life that I believe have had an impact on my ability to lead. These include first and foremost my father, Bill Berry. He not only taught me the basics of life through hunting, fishing, and sports, but also like many of us was the major contributing factor as a leader. My father brought me up with a strong sense of ethics, purpose, integrity, and being a strong communicator. He was a leader in our commu- nity being an Elder in our church, was elected for multiple terms as the President of the Deca- tur Chamber of Commerce, was a strong and influential business owner, and through his giving back to the community was noted for his leadership in helping others. His legacy was that of integrity and honesty as a Realtor, someone who loved to give back to his commu- nity, and he known by thousands for his posi- tive can-do attitude. You may have had a rela- tive, parent, friend, or co-worker who became an inspiration and influence on you as a leader today. How many of you believe your parents in-

stilled leadership skills in you? For some rea- son many individuals forgot them when we entered the corporate world. Respect for oth-

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ers is just one example of what I learned from my father. Working hard was important, but working smarter was better. Had I followed some of those leadership traits my parents tried to instil in me, it would have saved me endless headaches and mistakes. However, learning from those mistakes also was a valuable lead- ership lesson and I believe helped make me who I am today as a leader and how I leader others. There have been many great leaders noted in

history, going back thousands of years. Some have been known for great accomplishments, great discoveries, and sometimes great con- quests. From Abraham Lincoln and Martin Luther King, Jr. to biblical leaders and those who dared to do take a chance in new discover- ies and conquests such as Christopher Colum- bus, they’ve all been noted leaders in history. Some of the great leaders in more recent time have included John F. Kennedy, George Wash- ington, Ulysses S. Grant, Lee Iacocca, Bill Gates, and Winston Churchill. Each had spe- cific qualities and traits they were noted for, and some qualities you may not be aware of. For instance, in addition to being one of England’s greats Prime Ministers during a very difficult time in history, Winston Churchill also had a great sense of humour. This is a quality or characteristic often overlooked in leadership. One night at a dinner party Mr. Churchill was telling some, let’s say “risqué” jokes. A lady at the dinner table who was offended by his open discussion said to the Prime Minister, “Mr. Churchill if I was your wife, I would consider putting poison in your drink.” Without hesitation the Prime Minister responded, “Madam, if I was your husband, I would drink it.” Everyone has the ability to develop leadership qualities and they are not inherent. The leadership instinct and ability everyone is born with is the back- bone. You develop the funny bone and some of the other characteristics as you get older. Another feature identified in great leaders is

the ability to build trust in those that follow them. Your employees or anyone else will not follow you if they don’t have trust in you or what you are asking them to do. Some leaders earned that trust and have been noted for build- ing trust. Franklin D. Roosevelt gained the trust of the American people through his leadership as one of what many would say was one of the most challenging times in our history. He built trust through being a great orator, and was not afraid to make difficult decisions. He was our 32nd President and the only President to serve four terms. This trust however, included a little deception on how he was viewed by Americans

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