This is the slide show that Melissa Skaggs used when presenting "What is Leadership?," the first topic and presentation in part of PRG's 2014 Leadership Enhancement Webinar Series.

1. LEADERSHIP OR
MANAGEMENT
Is there a difference?
Should there be a difference?
Melissa Skaggs, Vice President

2. LEADERSHIP AND MANAGEMENT…….GO HAND AND HAND

3. The Leader
INNOVATES
IS THE ORIGINAL
DEVELOPES
FOCUS ON
PEOPLE
INSPIRES TRUST
LONG RANGE VIEW
ASKS WHAT AND WHY
DOES THE
RIGHT THINGS
The Manager
ADMINISTERS
IS THE COPY
MAINTAINS
FOCUS ON STRUCTURE AND
SYSTEMS
RELIES ON CONTROL
SHORT RANGE
VIEW
ASKS HOW AND WHEN
DOES THINGS
RIGHT

4. Perhaps there was a time when the calling of the manager and that of the leader
could be separated. A foreman in an industrial-era factory probably didn’t have to give
much thought to what he was producing or to the people who were producing it. His or
her job was to follow orders, organize the work, assign the right people to the
necessary tasks, coordinate the results, and ensure the job got done as ordered. The
focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of
people, and where workers are no longer undifferentiated cogs in an industrial
machine, management and leadership are not easily separated. People look to their
managers, not just to assign them a task, but to define for them a purpose. And
managers must organize workers, not just to maximize efficiency, but to nurture
skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this
truth, as he was to recognize so many other management truths. He identified the
emergence of the “knowledge worker,” and the profound differences that would cause
in the way business was organized.
With the rise of the knowledge worker, “one does not „manage‟ people,” Mr.
Drucker wrote. “The task is to lead people. And the goal is to make productive
the specific strengths and knowledge of every individual.”
The Wall Street Journal – Guide to Management by Alan
Murray

5. LEADERSHIP CHARACTER

7. SOME THOUGTHS ON
LEADERSHIPYELLING IS JUST YELLING
LEADING WITH FEAR AND ANGER IS NEVER LEADING
A LEADER IS BUILT
AS A LEADER…YOU GO FIRST
BETTER IS AVAILABLE BUT ONLY IF YOU TAKE IT
EACH DAY YOU AR GETTING BETTER OR WORSE SINCE
NOTHING STAYS THE SAME
GET OUT OF THE WAY OF YOUR TEAM

8.  POSITIONAL POWER DOES NOT MAKE YOU A LEADER.
IT MAKE YOU A BOSS
 DON’T EQUATE LEADERSHIP WITH A TITLE
MAKE SURE YOUR AUDIO
MATCHES YOUR VIDEO
 TRUE POWER IS THE PERSON WHO KNOW THEY HAVE
IT AND SELDOM USES IT

9. Leaders are Readers……..
What’s in your leadership library

10. YOUR REFLECTION IS YOUR
TEAM
Think about your own standards and what you allow by your actions and
your words (or lack thereof) on the following:
 Being on time
 Seeing a job through to completion
 Meeting deadlines
 Adhering to the highest standards
 Treating everyone with respect
 Dealing with difficult customers
 Stewarding company resources
 Working with other teams and departments
 Going the extra mile

13. MANAGER CHARACTER

14. SOME THOUGHTS ON
MANAGERS
man·ag·er
[ mánnijər ]
organizer of business: somebody who is responsible for directing
and controlling the work and staff of a business, or of a department
within it
Nailing down a manager’s specific job duties or performance
requirements can be somewhat tricky since the job title involves so
many different kinds of work. Every manager is at his or her core a
leader, though, which is where most responsibilities originate.
Planning and group-based organization are key parts of the job;
supervising, mentoring, and motivating lower-level workers is
important, too.

15. Traditionally, the manager's job description and responsibilities include:
Plan: planning the operation and function of the area over which the
manager is assigned responsibility in a way that accomplishes the goals for
which he or she is responsible.
Organize and Implement: organizing the production of the work, and the
workforce, training, and resources necessary, in a way that accomplishes the
desired and required outcomes to meet the goals.
Direct: providing the employees and their resources with enough
guidance, direction, leadership, and support necessary to ensure that they
are able to accomplish their goals.
Monitor: following up to ensure that the plan to achieve the goals is being
carried out in such a way that its accomplishment is assured.
Evaluate: reviewing and assessing the success of the goal, the plan, and the
allocation of the employees and their resources.
Performing other responsibilities as assigned by whom the manager
reports.

16. MANGERS ARE READERS
TOO
SOMETIMES OUR MANAGERS ARE SO BUSY WORKING IN THE
BUSINESS THAT WE FORGET THEY NEED TO WORK ON THE
BUSINESS AS WELL.
HERE ARE SOME GOOD READS FOR MANAGERS…….

18. mskaggs@providerresourcesgroup.net 855-787-1641

19. mskaggs@providerresourcesgroup.net 855-787-1641
Next Webinar:
Budgets and Tracking Financials,
May 13th
Next Leadership Webinar:
POLC, The 4 Major Management
Functions and how they relate to
being a Leader, June 17th