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“Times when you run a small business. One of the challenges you face is you you start reading and learning and you say man after all this learning. I did sucks. I should be a leader because all these authors say you got to be a leader leader leader and i m here to tell you that everything in life.
Is about having a defensive strategy and an offensive strategy. Let me explain sports defense offense wealth management defensive strategy insurance annuities bonds gold offensive strategy stocks. Mutual funds etfs defense office everything you re doing you need defense in office and in building your business to the next level on the defense side. You have managers on the often side you have a leader so today i m not gonna make a video bashing managers.
Some of the points. I make it s gonna highlight what managers get in their own way. But i m mainly gonna tell you the difference. There s 21 differences between a manager and a leader.
So let s get right into it number. One managers have a tendency of telling you things here s what i need you to do here s what this telling you here s what you got to do it tell tell tell tell tell leaders sell why you ought to do it look i want you to do this because if you do dot dot dot. Here s what we need to do because if we do we could dot dot dot. They re selling all their points.
They re telling all their points. Right managers. Tell leaders sell on why we ought to come together. Why we ought to think bigger.
Why we ought to come earlier. Why we ought to stay later. Why we ought to be doing this better. Why we ought to you this whole thing is about selling basic cell culture.
They ll say there s everything s about selling to them next train show managers train leaders show here s how you do this manager said leader says here come watch how i do it here coming to this appointment with me coming to this meeting with me watch me work on this watch. It i call this watch how you handle conflict watch how you deal with customer complaint. I want you to see how i m handling this i want you to see i m talking to an associate and this is out of a manual by the way watch this you need the manual. You do need the manual.
But you also need the leader. If there s only the show without it being in a manual. Then you don t have a way to duplicate because you do need the manual. But managers trained leaders show managers logic leaders emotion let me explain many times in a family you ll say here s what i want to do in life.
Maybe your mother is gonna go to the logical side honey it s the risk what if this happens i don t know i think it s this i think it s and maybe your father is gonna say yeah go do it you know. It s justice. It s complete or maybe it the other way around mother s gonna say yeah. You ought to go to the demoscene.
Oh. Let s be a little bit more careful because one always thinks logical. One thing s emotional logic is here s what it s gonna take to get there. I think.
It s gonna be very difficult man. If we got to do all this other stuff. No leader is gonna say man what if we pull it off what if we go out there and get a minute. I m excited about it guys we can pull this off let s go get this emotion logic.
By the way both are needed you need logic. And you need emotion. Okay. Number four system versus mission vision.
A manager typically is driven based on trusting. The system you need a system. A leader is typically sold to constantly reminding everybody about what the mission statement of the company is and what the vision is here s what we re going to be doing here s what the mission is this is what we do on a daily basis manager. But listen the system first you got to do this second you got to do this three you got to do this for you got to do this both are needed number five tracking versus driving a manager tracks all the numbers need it but a leader knows how to drive the numbers.
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One is last month we did this this this this this this this report report report report report but the manager doesn t know what to do next with the report. The leader comes in and says. These are the reports us and guys here s what i think we can do as i look at the numbers here the last 90 days you did papa papa papa. Here s what i forced you doing next man.
I think if we do this we can take this to a whole different level. And what do you think about this what s your commitment what are you gonna do with this. What are you gonna do with that they drive versus managers collect reports and give them numbers six avoid conflict. 7.
Address conflicts let me explain you ever have somebody where whenever prom hem. Maybe it could be yourself. A prom comes up. And you wait a day two days three days 5 days.
6 days. 7 days 10 days 2 weeks. 3 weeks. 4.
Weeks. You don t want to bring it up because you re afraid of the conflict. You re gonna face the leaders gonna say give me the follows column right now hey what are you upset with okay. This lags a little bit managers can improve in this leaders want to address it right off the bat and get done right number seven numbers.
Focused leaders people focused here s the numbers that we did they look at everything as a number here s the numbers by the way again you need that but the leaders gonna look at and say. But i think this guy can do this this guy strength. I don t think we have them in the right position this person. I don t think we have them in the right place.
I think this person is going to be much better being in this position here. Okay. Maybe we ought to be able to do this to pull this out of them because it s people centric. It s a number centric.
Number eight its accountability by force accountability by choice if you don t do this you re fired in a corporate environment. Everybody s got to pull their own weight everybody. There s a lot of these books or projects or all this stuff that you hear about where people say oh in our company. We pay everybody seventy thousand dollars a year.
The ceo that did that that story was good for two months. You know what happened year later he lost his best people cuz that philosophy didn t work he wanted to make sure everybody was happy so you need somebody in an office that accountability by four. If we got to get this thing done. This has got to get done.
But the leaders got to come in and say listen guys we have a choice. We can either not hit our deadline and have to go against the investors and tell them we didn t hit this or we can get this done and let them know that we have a group here that gets things done. Which one do we want to be that s choice versus force. A if you don t do this you re fired your jobs on the line.
Okay little bit of both is needed in a football team in a sports team in a business. If a person doesn t deliver they may lose their job. This is not like a emote. This is what has happened you re running a real business.
A lot of people are counting on at nine managing work versus leading people that part s obvious number ten oak tree willow tree let me explain i used to be always very firm with everybody always very firm with everybody my expectation was always high from everybody all the time until i realized that some people are dealing with a lot of different things in their life. So i would have a conversation and dance with them a little bit and be a willow tree with the wind and just kind of listen to them and see what they re seeing. And what s their thoughts. And what s their language and then challenge them a little bit in a way that they would take it kind of hear him out and i started realizing this part here works.
Very well long term because that allows you to get the best out of your people. But it kind of works. If there s also an oak tree that s working with you by the way if i have an oak tree and a willow tree working. Too yeah.
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That s a very very very good comment as you can call a good cop bad cop. Whatever you want to call it this makes for a great combination if they re working together they make a very good forest together in business. Number eleven sometimes managers tend to complicate really sometimes managers tend to complicate and they ll take a simple thing that we need to do it makes everybody so complicated oh. My gosh.
This is so difficult. We can t really pull it off a leader will come in and simplify guys all we need to do is do this do this make this call make this thing contact this person. We can get it done. That s what a leader does leaders simplify simplifies managers sometimes because they re overthinking they complicate certain things 12.
We got let me see what 12 is okay. I ve done what s expected of me sometimes it s just i ve done what you expected on me into my job description. I ve met these requirements. A leader comes and works on days that he doesn t need to because he has to sacrifice that s why he gains the credibility and the respect of being called the leader and the manager still has respect.
But never at the level that a leader does because a leader always sacrifices a little bit more than everybody else. That s why they call him a leader. Okay number thirteen achiever overachievers sometimes a manager just wants to hit that level. I have achieved.
I m doing good we re doing okay. A leader is rarely satisfied. A leader you could be in a setting. You re like oh my gosh.
We just had the greatest month. Why are you like this why are we doing that we just crushed it last month. He or she s an overachiever they don t know what it is to stay at the status quo. They always want to do more and take it to the next level that s why a few who know how to run with a leader.
Who s an overachiever eventually have big victories themselves as well most people can t handle working with an overachiever because at times. It s a little too much for everybody. 14 overthinking on a management side leaders decisive overthink you know what if this happens consequence. There s too much of all consequences.
A leader says here s what we re doing this is what we re going this is what s gonna happen we re gonna be okay let s make the move next 15 managers seek credit at times. You know i came up with this sometimes. I m not saying all of them. But sometime manners see credit.
A leader gives credit and eventually when the leader gives credit. Guess what happens. The victory becomes. So much bigger and and the leaders get big massive credit together as a team because they were able to lead an organization to get this massive victory.
So everybody gets the credit. Sixteen. Managers. Avoid risk.
Safe. Don t want to put the money here. What if this doesn t work. What if that doesn t work.
A leader takes takes risk they don t know any other thing than taking risk they sit there in the mind they process watch. A leader will typically come and talk to manager. Because it s logical thinking versus emotional and a leader. Would say hey what do you think about this party.
If i do this this this this is what happened with the company. If we do this this is well you know this person could do this and what if we get sued. And what if we get this. And what if we get that how much would this cost how much would that come with this lawsuit car how much would let s do it here s what we re gonna be doing let s take that risk.
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I m okay with it because 20 risk here. You know 80 is victory. Let s take that risk versus. The matter is gonna see i don t know if we should do that or not pat.
I don t know if we should do that or not mary. I don t know if we should do that or not leader. Takes that risk number 17 linear growth. Exponential growth managers will get linear growth.
Steadily. They re gonna get that growth. You will rarely would managers create an exponential explosive growth. Okay you need the leader to have exponential growth by the way let me give you a contradiction here on what i just said on my own message to you a leader.
Without a manager that s behind the scenes doing their part can t steadily maintain exponential growth. Because this is needed behind closed doors. This is why be very careful every time you bash managers because behind closed doors. Great leaders.
Always have phenomenal managers behind closed doors. That know how to stabilize the exponential growth that takes place because all they do is grow the knobs. We need a little bit more. Here we need a little bit more here.
Boom we just got 17000. People that visited our website and place orders today nope the managers ready for that their leader is driving it exponentially 18 authority charisma. Sometimes you need authority military someone s gotta have authority someone s got a lead right and a football team. Someone s gotta have authority.
Someone s got a lead with charisma hey we can do this guys look at some of the coaches that their charisma. It s a different kind of a charisma they got you know john wooden had charisma. He was witty right some some of the riley was charismatic he knew how to get and he was a little bit authoritative. But people have charisma who get other same man.
I m just willing to buy into this message on what we re gonna do together authority by itself typically won t go to the highest level authority would a charismatic leader. They re combined together they can go to a higher level number 19 managers typically don t know how to let loose. They re always serious very serious stuff. We got going on here leaders know when it s time to let loose because when we play loose.
Everyone s and nerves just kind of calms down and we play better we danced better we perform better we have more fun together so leaders sometimes know how to take the tension off and the pressure off of people next. Number 20 profit value short term long term leader creates a lot of value managers sometimes wants to profit priya to make the investors happy make the shareholders. Happy because we got to get some profits right. Now leader saying.
We re increasing value long term. 21 last. But not least managers control leaders influence leaders influence others to take action is what they do our managers are trying to control everything all the time and if you try to control everything all the time you are not letting the tasmanian devil have the life of its own to exponentially go out and grow your business. So there s my challenge to you after watching this video.
I want you to go back and watch your video again ask yourself this question under 21 different points. Which one of them do you yourself lean towards being a manager versus being a leader once you re done doing that let me know if you think you are more of a manager or a leader and what your goals are in the future. Do you want to be on the leadership side. What are some adjustments you need to make anyways.
If you have any other comments thoughts or questions comment below and by the way. If you haven t yet subscribed to this channel on the subscribe button. Our goal is to get them get 2 million subs before the end of the year. And we need your help for us to get 2 million cells take.
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