A friend of mine, Mark Sittoni told me a few weeks ago this joke: "What is the difference which exists between managers and leaders? A manager does things right. A leader does the right thing! "
Manager and leading to confrontation.
In his article "Turning managers into leaders at Heinz, Anthony Landale examines the difficult relationship between managers and employees at the Heinz, and its potentially disastrous consequences for the performance.
Many employees complain of how managers often slow down the work considerably reducing the performance of employees. According to Landale
the cause of the problem can be identified in the predominant role in monitoring the work done by hired managers.
Today the pace of work to be undergone by the Heinz employees (but not only ...) are becoming increasingly tight. It requires them to work harder and harder and more effectively, under the command and constant monitoring of managers. This produces workers frustrated, demoralized and exhausted.
Landale says that from a managerial model to a model based on leadership can counteract these effects, improving business performance without affecting the employees.
A good leader does not make use of discipline and control. It inspires
is treating its employees, motivating them with a strong empowerment that allows them to manage their own work.
Unlike the leader, confident in his vision, the manager needs to constantly affirm its hierarchical position, which is often translated obsessively in control. To create a working environment more efficient and less frustrating, you must instead learn to redistribute responsibility and encourage people to bring their own ideas in the workplace, supporting the ambitions of most of the staff.
In 2004, in the English sales division of Heinz introduced a leadership and empowerment program aimed at moving from the classic control model to a model of responsibility and self-management.
Colin Reeve, R & A managing director (who has worked with Heinz to implement the change process) summarizes the experience stressing the importance of alignment between theoretical discourse and practice in the company and lists those that it considers the five key dimensions for high performance:
• Clarity, encouragement and recruitment of leaders
• Auto-run, motivated staff
• A team with good interpersonal relations
• A strong sense of purpose and a passion for their work
• A positive and creative work environment.
choices vital to an organization .
In his article, "Tough choices for tough times "Orit Gadiesh focuses on the difficult choices the company faces, considering the fact that the environment that surrounds it is uncertain and rapidly changing.
In this context becomes vital for the company to establish what risk it is willing to tolerate failure.
Gadiesh identifies three questions on which attention must put their CEOs:
1. What are the correct "bets" (BETS) in innovation? What innovations should focus on the company.
2. What is the best way to make the company the necessary skills? This question requires you to identify the core business and to discern between capacity and expertise to this vital.
3. How to ask in relation to China? Every global company can not decide how to approach and penetrate the Chinese market, where the number of middle-class families, it is assumed to triple in 2010 and whose spending exceeds $ 500 million.
To answer these questions and make the right decision, Gadiesh within the company aims to create a "distributed leadership". This requires the presence of a leader at every level of the organization that is able to indicate the direction to take, and how follow the path chosen in the best way ......
continue next Sunday.
BY Imanuel Baharier 
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