But being a Leader is only one role that every manager has.\u00a0 There is also that of being a Builder<\/em><\/strong>; one who Creates Sustainable Systems<\/em>.\u00a0 This role is involved with insuring that the organization has those systems that will allow it to operate efficiently and effectively, and will insure that it can continue operating well into the future.\u00a0 This role of Manager also helps insure that these sustainable systems also positively support the Creation of Emotional Connections.\u00a0 Together, these two roles of the Manager are key to leveraging the Seven Elements of High Performance<\/strong>\u2122 for the organization.<\/p>\n As we have continued to review the research on organizational performance (now up to over 1000 research based documents), we have created\u00a0the Management\u00a0Dynamics Model\u2122<\/strong>.\u00a0 We share it here for the first time.<\/p>\n \u00a0In the center of the model are the Personal Attributes that every good manager should possess.\u00a0 These attributes allow the manager to easily move their focus about the model, accessing their different roles through an integrated approach.<\/p>\n The two Management Roles are: Builder \u2013 Creating Sustainable Systems; and Leader \u2013 Creating Emotional Connections.\u00a0 The Role of Builder places a major emphasis on Improvement, while the Role of Leader places a major emphasis on Engagement.\u00a0 In addition to the two Roles there are also two\u00a0Attentions for Performance: Performance Now, and Performance for the Future.<\/p>\n Again, both Roles and both\u00a0Attentions are critical to organizational success.\u00a0 However, as I discussed in Leadership Lessons From the Medicine Wheel: The Seven Elements of High Performance<\/em><\/strong>\u2122, achieving Balance is not about equality, but about putting the right amount of emphasis on the right areas based on the needs of the situation.\u00a0 So depending on where in the organization the manager might be, there might be a greater emphasis on one of the Roles or Attentions over the other.\u00a0 However, neither of the Roles or\u00a0Attentions should ever be ignored, and we must always keep in mind the Central Element of Putting People at the Center<\/strong>.<\/p>\n Finally, we have the Five Management Tools that every successful manager must master:<\/p>\n Self Awareness<\/p>\n Communication Skills<\/p>\n Interpersonal Relationship Skills<\/p>\n Data Analysis Skills<\/p>\n Critical Thinking Skills<\/p>\n <\/p>\n Keep an eye out for a more detailed whitepaper surrounding this new management competency model.\u00a0 We will also provide even more detail in our future book Rising Above Mediocrity: The Path to Performance<\/em><\/strong>.<\/p>\n","protected":false},"excerpt":{"rendered":" It seems that the discussion continues about what the difference is between being a manager and being a leader, which is most important, and if someone can learn to be either. I find that most of these arguments miss the mark terribly… Continue reading ![\"RDS](\"http:\/\/rds-net.com\/seblog\/wp-content\/uploads\/2010\/08\/RDS-Management-Dynamics-Model-2013-Expanded.jpg\")
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