Page 18 - HBR Leader's Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level

8 HBR Leader’s Handbook

Foundation toward addressing digital justice challenges. Paula Kerger and
her team achieved success in transforming children’s television by artfully
mobilizing the locally owned and operated network of local public televi-
sion stations around a new strategic set of service offerings.

The difference between leaders and managers
We use the terms “managers” and “leaders” in this book, and like Zaleznik,
we don’t think they mean the same thing. In our view, what sets leader-
ship apart is the “impact” piece of our definition—leaders are able to have
greater impact over time than managers.
But that’s not to say that leaders don’t need managerial skills or that
they don’t do the work of management. Early in their careers, leaders need
to master basic managerial skills and hone them through repeated appli-
cation. Eventually, however, they add more of the unique leadership capa-
bilities and ways of thinking. People who don’t make the leap will remain
managers and continue to contribute. But those who can add leadership
abilities to their management repertoire will multiply their value many
times over.
As an analogy, consider how great musical conductors have to stay
close to—and will often know how to play—the instruments of key soloists
in their orchestra. However, they also learn to go beyond their own instru-
ment and bring together the entire ensemble.

FIGURE I-1
The leadership difference

Creating impact at scale through others

Man ager

Career progression over time