Management is a Process; Leadership is an Inspiration
What does it mean to be a leader? In countless personality surveys, I continued to show traits that demonstrate leadership, until recently. I completed a character trait survey for a workshop and leadership fell very low on my list. Instead, top qualities included love, kindness and perseverance. The individual running the workshop suggested that it is because of these characteristics that I can be a good leader.
That comment struck another chord as well – there’s leadership and then there’s good leadership. Just because I have certain characteristics that suggest I can lead doesn’t mean that others will follow. My siblings called it being bossy when we were kids. Today, I tend to be focused on getting things done, where that perseverance stands out. But does that make me someone others want to follow?
This question was the start of a recent Jabra blog. The primary point: leadership and management are not the same thing. Just because you can manage people doesn’t mean that these people will want to follow where you happen to go. If you can inspire people to follow down an unknown path for the hope of better outcomes on the other side that shows promise. A change in technology, for instance, can be a scary move that most will resist. If the promise isn’t demonstrated and communicated by those in leadership, the transition will be painful.
The same is true for the adoption of unified communications. The benefits are extensive when you make the transition, yet it may demand a change in the way things are done. For those who don’t like change or don’t understand the benefits it offers the organization or the user, resistance is likely. If the leader of the organization or the transition is unable to inspire others to follow, the technology may not be adopted, which causes the project to fail.
At Jabra, the focus is on identifying new ways of working. The goal isn’t to work harder, but to leverage the tools at our fingertips to make smarter choices that produce better outcomes with less effort. It’s not just working smarter, but working with a purpose in mind. It’s the basis for unified communications as it streamlines the efforts you’re putting forth to have the most benefit in the most areas.
In that stream of thinking, it’s still helpful to be focused on the inspiration. Why do you want to implement unified communications? Is it because it’s a fun buzzword and everyone is doing it or is it because it makes sense to unify technologies and processes so you can focus on bigger goals? If you can communicate that to those who turn to you, they’re much more likely to follow.