Two wee Dundee boys in the 1950s where I was growing up. They’re being shouted down by a parent.
Which one of them LEAD the other up there?
Over the years I’ve often pondered the thoughts on leadership and management. Does one automatically go with the other? Is it leadership versus management? Does a course of one or the other give you the automatic qualification to be a leader…or indeed even a manager. How many of these courses have a failure rate?
Of course in today’s world, there are many famous individuals from military to sports who make a living from giving talks and running courses under “motivational speaking.” Some of the participants pay good money to take part on these days. Some even receive certificates at the end of the course, yet again…what is the failure rate? Or is it a case of “raking it in” for Mr/Mrs Motivator while the punter sits and listens? Is motivation leadership, can it help with leadership, and indeed is the speaker a leader?
From a wee boy growing up almost as a total street kid from a very dysfunctional family, I had to grow up quick, and I had to grow up wise…if I was to escape prison or even death.
I ran with a gang. The “leaders” were those tough enough to bully and batter the rest…and not necessarily the brightest. They carried hammers, knives and razor blades…and from time to time they used them.
In my short time running with the gang, the worst thing I did was smash some windows of an old jute factory building that was condemned and ready for pulling down at some point. I did it, because the leader told me to.
When I had some time to myself, I thought long and hard about what I was doing. My answers to my questions all lead to leaving the gang, keeping a low profile, and turning to using my natural fitness as an alternative.
I’d be on my own, running in a local park in my wellies (rubber Wellington boots). They were too big for me and every now and again one would fly off. Even in the rain I’d take them off and run in my socks, or even bare feet sometimes to gain better traction on the soaking grass. I’d sprint from an old Victorian iron picket fence near our primary school to an oak tree in the distance…about 175yds away. I’d sprint time and time again until I was totally exhausted. My mind would race in between sprints, thinking about how I get out of Dundee altogether. It’s my city, my home…but if I stay there I’ll get in trouble.
I ran away…to England…to Bristol…aged just 14…to a short period in professional football at mid league level…but in the end they didn’t want me. So, after some part time jobs and approaching 17, I joined the military.
During the period between running away and joining the military I’d watch people all the time. I’d watch who had influence and who didn’t. When I played football, the captain was appointed…but in my mind he wasn’t a leader. There were 2 or 3 in the team who were natural leaders. Shouting the right things at the right times to the lads. Mmmm, why isn’t one of those laddies the captain?
Jump now to my military career. Through the years I would undertake management courses. Did these courses make people leaders…or just managers?
Many times on operations, the original plan goes straight out of the window as soon as the enemy opens up on us. I’m surrounded by managers…from officers to NCOs.
But right now, in the heat of battle, yet in a lull from our side, it’s leadership we all look to.
I would argue that many a time, that leadership has come from the least suspected individual. Screaming his commands out to all who would listen. He has a plan, an immediate plan, quicker and more effective than anyone else around.
As one example of this, a young quiet almost “grey man” who was never leading the chorus in the bar back home, is now the natural leader in this fight. Even the managers are following his commands!
The fight through complete, the reorg off to a flank, the enemy silenced…and the managers are back taking over.
The young natural leader has gone back into his shell.
I have no doubt that this military example could well have taken place in almost any industry on the planet…and just how often does it happen?
Leadership versus management.
Is it one of the same, is it completely different from one another, can leadership actually be taught, or is that just management?
Is leadership a natural gift to an individual?
If different from one another…would you follow the leader or the manager?
Bob Shepherd 
As always Bob,
Again, agree with your narrative.
Seen it first hand, like you Bob, On Operations.
Managers (ICs) side moved, Leaders cover and lead (sort out the problems etc) then new Managers take over at the end.
Some times, its in the citations or dare i say, not in the citations at the end of the tour.
leaders lead people, managers counts stuff
I think this subjects can be a bit controversial especially Leadership but management in a controlled environment is fine but out of that environment Leadership comes into play.No well laid plan survives Contact with the Enemy so to speak.
So it seems Management and Leadership is a percentage game and the environment in which it operates l have even heard 6th sense come into play with Great Leaders but there can be a thin line between failure and success of Management or Leadership or both.Anyway Bob we survived because we did the right thing at the right time and helped others along the way.
You earn respect by successes and experience in the arena, many when the pressure is applied just crumble some shine.
Bob
We manage things, we lead people
This has always been the best explanation I have heard and relates to your example.
Too many people get the title manager because they issue equipment, tasks or projects. Few lead – with knowledge, experience, ability, interpersonal skills, the ability to have others follow, the ability to have others do their bidding when the chips are down. Leaders are followed because of respect. Managers are appointed.
A manager can be (course) qualified having never put into practice the things they are trying to impart on others, true leaders shine through and may not be the most qualified but people follow their leadership through trust, honour, relationship and knowledge in that leaders personal attributes
On Day one of Junior Brecon the DS brought out his DS hand and scanned the room, he stopped at me wearing my headress and said – ‘Only one Cherry Beret in the class, you’ve failed’ – I considered it a weak attempt at a joke and said in reply ‘ there’s cream in every bottle of milk, and it always rises to the top’ I stood up and left the room, he ran after me and told me to come back, I said ‘what’s the point you’ve already decided to fail me’ and he apologised and said ‘everyone starts on a level playing field’ I told him that he knew we didn’t and that everyone else’s grade goes up the way and anyone from my Regiment starts at the top and can only go down because of the expectations of the DS. I returned and on completion of the course was told that he had put me in for a distinction – regardless he lost credibility in my mind, I returned to the course not because I respected him but because I had to do the course, he managed the situation badly and was in the position because he was qualified not because he was a leader.
On Senior Brecon John Y (from H) collected his distinction and walked back up the steps in the auditorium and stated – ‘the cap badge got that’ He knew and realised that the DS were in awe of the cap badge and he had done nothing more than others on the course – that statement alone made others want to follow him and earned him more respect than anything the DS could say
Stay safe, Bob