ARE YOU A MANAGER OR LEADER? 5 KEY SIGNS

Moving from managing a team to leading an enterprise is tough. It's different at the top, but how?

Writing in the Harvard Business Review, Michael D. Watkins, co-founder of Genesis Advisers and author of The First Ninety Days, offers a breakdown of the key mindset transitions new leaders face:

• Specialist to Generalist: Leaders must know something about all enterprise functions and not just be an expert in one. This promotes decisions that are optimal for the whole organization as well as the ability to evaluate talent on all teams. 
• Analyst to Integrator:  Managers can focus on identifying and addressing problems facing their unit. An enterprise leader must integrate organizational knowledge, bridge silos, and solve key organizational challenges collaboratively. 
• Tactician to Strategist: A manager can remain focused on the details of day-to-day issues. A leader must maintain a more strategic view of the full enterprise. 
• Problem Solver to Agenda Setter:  People may get promoted because they are skilled at their specialty and good problem-solvers. Leaders must  determine which problems need to be solved and who the best collaborators are.
• Warrior to Diplomat:  A manager’s priority is to rally and support their team.  A leader has multiple constituencies—customers, regulators, media, unions, community partners. Creating such external alliances allows leaders to consciously shape the external business environment.

Have you transitioned from manager to leader? What was the trickiest part to navigate?  To join the conversation, click "comments" above.

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