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Sometimes we misinterpret leaders for managers and vice versa but these roles are not the same thing. If you can handle the role of a manager, it doesn't necessarily mean that you can be a leader, and vice versa. Leaders are people, who set a common vision and make others follow it, while managers shape processes of implementing the vision set by the leader. In this blog post, I would like to explain the difference between these roles and how they can work together to reach goals.

A leader has a vision, and a manager has short-term goals.
True leaders see a long-term goal and strive to achieve it despite failures or the lack of motivation. They can see how achieving the goal will help people, so they aim to make others see it too and collaborate. Leaders set directions, inspire others with their ideas, and make people want to implement them. Leaders praise their team, when they have been successful, and empower them to become future leaders. Managers, on the other hand, develop a detailed plan on how to achieve this vision and make sure that the plan is implemented. They focus on creating the right conditions, attracting the right people, and organising daily activities. They also monitor the organisation and optimisation of processes and set short-term goals that can be achieved quickly with available resources.

Leaders are game changers and managers stick to the plan.
Leaders can break the rules, they force changes, and encourage others to follow them. They aren't afraid to take risks and fail, as it's a part of the process. Leaders take risks again and again, even if they know that they can fail again. Managers have the task of creating a reliable plan to stick to. If they see that the plan is reliable, they will do their best to implement it. Managers are usually risk averse: they assess risks, and potential damage, and look for ways to prevent it or navigate the consequences. However, sometimes managers can take risks and be good leaders.

Leaders are often good communicators, who attract people, thanks to their ability to empathise, understand the point of view of another person, and put themselves in somebody else's shoes. Leaders care about people, value relationships and most of the time know whom they need to implement a certain idea. They establish the right connections and gain trust to turn their vision into reality. Managers usually prevent employees from conflicting: they assign people with similar views and ideas to one task. The manager's goal is to create a team that works harmoniously, without conflicts and unplanned risks. At the same time, the leader encourages diversity in the team and brings together employees with different views to have as many ideas as possible.

A leader focuses on the vision and results, and a manager is more about the process.
Managers like systems that make things work. They are more interested in metrics and analytics, as this way they can be sure that each step of the process works. Their role is to work with a team and monitor progress towards a common goal. It can be that leaders inspire you to complete your tasks and take on more responsibilities, focusing on the overall outcome, while managers mostly care about ROI and quantitative results.

A leader is a mentor, a manager is a supervisor.
Leaders teach others, and people look up to them. They give freedom to make decisions and choices, as they are confident that their employees can handle it. Leaders trust their people and help them to reach their potential. They don't tell them what and how to do, they teach and give employees the opportunity to act independently, while discovering new approaches and solutions. Managers keep the team in order. They focus on distributing tasks, picking the method of their implementation, as well as setting performance indicators. Managers tell what and how to do, highlighting that this is an important job, and due to such actions, the team's activities remain in line.

Leaders are all about people.
People follow a leader, as they know it will affect self-development and lead to achieving their own goals, which are usually connected with the leader's goals. We follow leaders because we believe in them, and they can spark a passion for a particular idea. We don't follow them because this is expected or required. Leaders don't associate people with titles or social statuses, they see employees as individuals with unique potentials, characters, and abilities that can help bring the leader's vision to life. Managers deal with employees whose actions must be constantly monitored and see people as a set of skills and performance indicators added to the organisational chart. The chart shows the areas of responsibility and tasks of employees who need to be told what to do and how to do it. Managers' deputies do what needs to be achieved now, not in the future.
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Leaders earn respect, while managers achieve recognition.
Leaders earn respect by setting an example through their actions, which are based on a specific intention and vision, and therefore they are followed. They earn the respect of people by implementing the vision and ideals that will work for the common good. Managers by nature tend to evaluate everything in numbers, so they seek recognition of their efforts or confirmation of the correctness of work. When a manager thinks that goals have been achieved, they need to calculate how quickly this was achieved. Leaders earn respect by setting an example through their actions, which are based on a specific intention and vision, and therefore they are followed. They earn the respect of people by implementing the vision and ideals that will work for the common good. Managers by nature tend to evaluate everything in numbers, so they seek recognition of their efforts or confirmation of the correctness of work. When a manager thinks that goals have been achieved, they need to calculate how quickly this was achieved.

Conclusion.
Whereas it can be the case, it is not so common for one to be an outstanding leader and a good manager at the same time. But if the organisation has both, it's in good hands. Leadership and team management are very different roles, but their mix can guarantee success. Ideally, both roles should be separate, as an organisation needs someone who can see the future and someone who can create a plan to achieve that future. An effective leader is one who understands the need to work with a manager, while a good manager is one who understands the importance of a visionary leader. The mix of these two creates a cohesive team that works well together to achieve a common goal.

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The workplace has changed. Is loyalty a thing of the past?

The last 2 decades have seen the 2008 financial crisis, and the more recent COVID19 pandemic, 2 hugely significant events, which have shaped the modern workplace, and created an era of constantly accelerating transformations, but also one of uncertainty. The global economic shock of the 2008 financial crisis, meant that companies were forced to look for other ways to improve efficiency. There were some signs, that a person stopped being just an employee and became a personality, so the focus shifted toward retaining and developing people. Employers began to be interested not only in the results of hard work but also in what motivates people and makes them more effective and productive. At the same time, employees stopped perceiving work as the main value in life, as now they want to have a work-life balance, invest in self-development, and make sure that management sees them first and foremost as people, and not as a resource for performing activities.

Before, people wanted to work for a large company, climb the corporate ladder, as well as being ready to work 24/7 for the opportunity to get a company car, parking, social package, and status in society. People lived to work. Today, more and more people choose work to live. It has become clear that the meaning of human life cannot be only about work. For more and more people, especially young ones, a career is just a part of life. More and more people are not ready to experience fear in the workplace and strive for simplicity, sincerity, and transparency in communication with management, colleagues, and the company. People got tired of working non-stop and now want to have a job that allows them to have enough free time to live.

With this changing landscape, employees became more flexible in their work. Strict vertical hierarchy is disappearing from communication, so it gets less formal, which simplifies interactions within a team. Previously, the CEO and senior management were untouchable figures, but today in a lot of companies, executive level management have become more approachable and accessible to staff. Earlier, such things seemed impossible. The younger generations of today quickly change jobs if they aren't satisfied with their employer, team, or duties. They do this without looking back and with zero regrets. Trends are also showing that generations X and Y are also following this pattern, they start choosing themselves and not their workplaces. We all want to enjoy our work and get satisfaction whilst doing so.

Each field has its limits on the amount of time you should stay in one position. If your profession is related to rapid changes and you need to constantly adapt to them, it's necessary to change your workplace once every few years. This applies, for example, to programmers, analysts, or marketers. However, in a large company, you can expand the range of responsibilities - it all depends on how much responsibility you are ready to take on. If the activity becomes monotonous, it's a red flag, you might need to think about career growth and new challenges. For example, some people recommend changing responsibilities every year and getting promoted every three years, but if you don't feel comfortable with this, you may need to look for something else.

Employee loyalty towards their employer used to be something that was looked at positively, in that somebody is dedicated and devoted to the company and their vision. Nowadays however, staying in a company for too long, can be perceived as the employee lacking ambition. Furthermore, history has shown that while loyal employees may reap the benefits of good pay rises and promotion possibilities, they are also more likely to be exploited by a company.

As I wrote above, there has been a recent trend of changing jobs more frequently to get career growth, higher salaries, or new challenges. If the company can't meet your ambitions, it might be time to start looking for other options. Nevertheless, be prepared that companies nowadays also want to keep you. Employee retention is becoming a common strategy in many companies, as it's much easier and more logical to invest in existing employees' resources and create a comfortable environment for them rather than hire new ones.

Why do employees often change jobs?
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‍They hit a professional ceiling: It seems that specialists have outgrown their tasks, and want to develop in the professional field or get a promotion. Sometimes, employees under 30 start looking for themselves. If the company isn't ready to offer them a promotion or new challenges, the only way out is to change the workplace.
‍Better conditions: Many people change jobs due to financial reasons, and this is especially relevant for those who have reached the salary ceiling and don't see opportunities for further growth within the company.
‍Company culture: The younger generations of today are less willing to accept unethical practices and will walk away from toxic work cultures without giving it a second thought.
‍Another career path: Employees change jobs because they want to try themselves in different areas and understand what really interests them. They are unsure of their preferences and goals, so they continue searching for several years. This usually happens among recent university graduates.

All in all, if today employers don't learn how to build a new format of dialogue and don't start learning more about the desires as well as aspirations of employees, then companies won't be able to effectively manage them. If they don't start this transformation today, the turnover and shortage of professionals will only increase, and the cost of losing people will be high. Employers need not only to start building good relationships with their employees, but also build effective relationships within teams who have goals and roles in the company, then the business will be able to increase the efficiency of the process as a whole. People will have a chance to focus more on the main thing - on the result, and it would be easier to achieve it if you don't forget about yourself and also stay at work for more than a few years.

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The importance of communication in the workplace.

Communication is perhaps the most important part of creating a productive and effective workplace. Because team communication promotes collaboration and knowledge sharing, and supports healthy working relationships. The more connected people are as colleagues, the more effectively they will work.

There are different types of connections in the workplace. For example, a connection to a certain concept or project, when a team member takes responsibility for its development and is passionate about it. Another team member can emotionally merge with the values or purpose of the entire organisation and reach a new level of understanding of the significance of their role in the team, which didn't exist for them before. The connection can also be simple: for example, a strong friendship in the workplace between colleagues.

Sometimes these types of connections go unnoticed in organisations. Sure, you can identify them as positive aspects, but at first glance, they seem insignificant compared to the daily work we do. They also get lost in the routine, because a lot of leaders rarely talk about communication. It may seem strange or awkward to announce to your team that these or those feelings are connected to a certain project. However, such types of connections bring a team together and foster a healthier culture. So, of course, they’re more important than we think.

What communication in the workplace is effective?
Connectivity and communication can mean different things to different people. For some, a connected team means everyone is technologically connected, using the latest software. For others, it means a team that has deep emotional connections with each other, just like a family.

This blog post is about relationships and connections between people, ideas, goals, perspectives, experiences, and values. If you can get your people to communicate with each other just a little better, you’re well on your way to creating a more connected workplace. As always, it’s harder than it sounds.

Here’s an example. Let’s say your team is made up of experts in specific fields whose projects rarely overlap with each other. Each team member works on their own projects independently and doesn’t really have a need or reason to work together. This is a team that can be extremely effective and productive, but can also be split, disconnected, and lacking a sense of unity. There are many ways to address the disconnection problem. One approach that works well is to encourage people to understand each other better and listen to each other. This could be informal chats or meetings between colleagues. Even encouraging people to ask one another what they are working on is a huge step in the right direction. You can also try more formal meetings where colleagues come together to explain the specifics of their role or the project they are working on, describe a problem they are facing, and something that excites them.

The above mentioned example illustrates the power of bonding to one’s role and work. It’s not about forcing team members to act a particular way or conform to a specific form of connectedness. Rather, it’s about facilitating ways to connect over time. It’s a practical experience because it involves figuring out what projects, goals, or values connect various employees with someone else. Needless to say, empathy plays a big part in this.

Why does connectedness matter?
If a team is still doing its job effectively, is it a problem when it doesn’t connect on other levels? Is there more connection and interaction needed in the workplace? People who feel connected to how they make a living - who believe in and align themselves with their company’s values, mission, and purpose - and those around them have a challenging and important job of building a company’s culture.

The excitement of coworkers about an idea or an upcoming project is spreadable. But if you can’t or don’t know how to connect with your employees, you’ll never learn what excites them about their work and what types of projects will work best for them in the future. More importantly, you won’t help them spread their excitement about the work they’re doing to their coworkers.

One thing to remember is that not everyone needs or wants this kind of interaction in the workplace, and employees can be engaged in this to varying degrees. It's perfectly reasonable, as connection shouldn’t be forced. Nevertheless, it can be encouraged through small actions and the creation of opportunities to explore unique perspectives.

What can you do?
What this looks like on your team depends on a variety of factors. But here are a few examples if you’re trying to take team engagement to a higher level.

Remember: passions and interests in work aren't static.
Whether your people are excited about a particular project or attached to your organisation’s values can change over the year or even a week, as emotions aren't static. If an employee has expressed excitement or interest in a certain type of work, offer it to them the next time it comes up, but don’t assume they’ll always be up for it on an emotional high.

Stay in touch, even if it doesn’t provide immediate results.
Not every time you reach out to your people or coworkers and try to communicate with them will be effective. Not everyone can be productive and informative all the time. However, continue to show interest in what people are working on and learn how to help and support them.

If no one is connecting to your values, it’s time to change them.
Corporate values are often criticised as cynical and self-serving buzzwords. If your employees aren’t connecting with your organisational values (and aren’t living them out every day at work), it’s time to consider why it's like that. Hint: you can’t force people to emotionally connect with buzzwords. Find out what people care about and value about your company, and create a list that reflects it.

Connecting with your team members, especially across departments, is essential to the success of any business. Creating a connection where it doesn’t exist can take a lot of time, and it’s impossible without the participation of the entire team. Keep this in mind as you encourage your team to interact and communicate with each other, and together you will create a more connected workplace.

To conclude, fostering communication and connection within a team is essential for building a thriving, collaborative workplace. Whether it’s through informal chats, sharing project updates, or aligning with shared values, these interactions strengthen relationships and improve overall productivity. It’s important to recognise that genuine connection cannot be forced, but it can be nurtured over time through small, consistent efforts. By prioritising communication and understanding, you’re not just building a team - you’re building a culture of trust, engagement, and shared purpose. Encourage your team to connect, and watch as your workplace transforms into a more dynamic and cohesive environment.
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