This is the third article in a series of five highlighting the simple differences between organizational managers and organizational leaders. The first highlighted how great leaders write slightly different then Managers. The second focused on the fact that great leaders dress a little different than most managers. This article will address the subtle, but noticeable, differences in the work habits and personal behaviors displayed by great leaders. If this is the first article you are reading – I stated at the premise of this series that I was extremely fortunate to have observed many great leaders first-hand early in my career. I was able to determine why some employees rose rapidly through the ranks while others were passed over and relegated more managerial type roles in the organization. By applying what I learned from my observations my career soared; first in the United States Air Force then later in Local Government? I share these thoughts with the hope you can perhaps apply them and benefit from them. Below are the five distinct work habits and behaviors I am convinced separate great organizational Leaders from good organizations Managers.
Habit # 1. Half-Day Work Schedules.
Employees and managers in most organizations follow “a standard Monday through Friday, 8 -5” work day. Great leaders understand they can increase their efficiency by up to 50% if they routinely work half days. Therefore it is not uncommon to see an organizational leader in his or her office from 6am to 6pm (a half day). They use these few extra hours a day to plan and assess the things they really want to accomplish within their organizations.
Habit # 2. Constant Wandering.
Managers have a tendency to call their trusted staffs in for meetings or chats to discuss how thing are going and find out where problems exist and what areas need attention. Great Leaders on the other hand are frequently seen wandering about the organization. Some wander early in the morning; others late at night when the facility is empty. All routinely wander throughout the day. They have no set goal or agenda; they just want to see first-hand how the organization is doing: How it looks? Is it safe? Are repairs or maintenance issues warranted? Are employee work conditions acceptable?
Habit # 3. Action versus Reaction.
Most organizational managers are great at reacting to the various situations that arise. Great Leaders on the other hand are adept at creating conditions to prevent certain situations from arising. Managers focus on developing detailed and credible answers for any question they may be asked; Great Leaders are masters at formatting brilliant questions, hard hitting questions, questions relevant to the determining the big picture within the organization.
Habit # 4. Clustering versus Mingling.
Employees and managers in most organizations tend to cluster. During staff meetings, lunch hours and social events, etc. they gather or pair up with old and familiar faces. Great leaders mingle. When they traverse hallways, enter lunchrooms, attend banquets or tour office areas they greet as many people as they can. They engage with a short handshake, a broad smile and a pleasant hello. They want to let as many people as possible know their efforts are noticed and their hard work is definitely appreciated.
Habit # 5. Graded fun.
While just about everyone enjoys a good time both on an off work, leaders understand their play and fun is graded. Every organizational employee grades their play activities as do all subordinate managers in the organization. Representatives on the board or council they report to grade their fun times as does the community and stakeholders the leader serves. This is not to say leaders don’t have fun or cant’ play, on the contrary all do; but it is much more guarded fun. It would be inconceivable to think that a Great organizational leader would ever swing from a chandelier, dance on a table or bar, participate in a wet T-shirt contest or organize a Tequila shot slamming contest – it’s just not in their nature.
