here and now. Some loftier future goal.

Leaders – whether political, religious or financial – have a knack, an ability to attract and retain followers. And in so doing they become agents for change, triggering it, shaping it, creating it.

For Managers seeking to become Leaders, take stock of who and what you are, who and what you must yet learn and ac

Talk to a manager at almost any level – office, factory, service crew – and most will say they are a leader. And well they may be, though most often only within their particular work group. Few are leaders on any larger scale. Few, in fact, may have what it takes to be a leader. But that doesn’t mean they can’t learn.

Tamin Ansary, an oft-read author, once attempted to identify the differences between men and women who are Leaders and those who are only Managers.

Supervisors, people in managerial position, have authority and, therefore, power, according to Ansary. Power to enforce rules, regulations, procedures, discipline. Likewise, a man with a gun has power, power he, too, can use to enforce. Enforce virtually anything he chooses, actually, including death itself. It’s obvious, therefore that power alone does not a Leader make.

Managers tend to nudge, to push those over whom they have power. Some more acceptably than others, obviously. But getting people to do things, making them do things when they would rather not, is what’s expected of a Manager. Managers, going back to Ansary, are responsible for keeping things going, for keeping disorder at bay, for keeping changes to a minimum.

Leaders, however, do not push. Instead, they pull, writes Ansary. They also do not enforce. Instead, they inspire. Leaders, in fact, lead, which is something that implies a loftier destination, someplace other than the here and now. Some loftier future goal.

Leaders – whether political, religious or financial – have a knack, an ability to attract and retain followers. And in so doing they become agents for change, triggering it, shaping it, creating it.

For Managers seeking to become Leaders, take stock of who and what you are, who and what you must yet learn and acc

ce attempted to identify the differences between men and women who are Leaders and those who are only Managers.

Supervisors, people in managerial position, have authority and, therefore, power, according to Ansary. Power to enforce rules, regulations, procedures, discipline. Likewise, a man with a gun has power, power he, too, can use to enforce. Enforce virtually anything he chooses, actually, including death itself. It’s obvious, therefore that power alone does not a Leader make.

Managers tend to nudge, to push those over whom they have power. Some more acceptably than others, obviously. But getting people to do things, making them do things when they would rather not, is what’s expected of a Manager. Managers, going back to Ansary, are responsible for keeping things going, for keeping disorder at bay, for keeping changes to a minimum.

Leaders, however, do not push. Instead, they pull, writes Ansary. They also do not enforce. Instead, they inspire. Leaders, in fact, lead, which is something that implies a loftier destination, someplace other than the here and now. Some loftier future goal.

Leaders – whether political, religious or financial – have a knack, an ability to attract and retain followers. And in so doing they become agents for change, triggering it, shaping it, creating it.

For Managers seeking to become Leaders, take stock of who and what you are, who and what you must yet learn and ac

virtually anything he chooses, actually, including death itself. It’s obvious, therefore that power alone does not a Leader make.

Managers tend to nudge, to push those over whom they have power. Some more acceptably than others, obviously. But getting people to do things, making them do things when they would rather not, is what’s expected of a Manager. Managers, going back to Ansary, are responsible for keeping things going, for keeping disorder at bay, for keeping changes to a minimum.

Leaders, however, do not push. Instead, they pull, writes Ansary. They also do not enforce. Instead, they inspire. Leaders, in fact, lead, which is something that implies a loftier destination, someplace other than the here and now. Some loftier future goal.

Leaders – whether political, religious or financial – have a knack, an ability to attract and retain followers. And in so doing they become agents for change, triggering it, shaping it, creating it.

For Managers seeking to become Leaders, take stock of who and what you are, who and what you must yet learn and ac

Managers, going back to Ansary, are responsible for keeping things going, for keeping disorder at bay, for keeping changes to a minimum.

Leaders, however, do not push. Instead, they pull, writes Ansary. They also do not enforce. Instead, they inspire. Leaders, in fact, lead, which is something that implies a loftier destination, someplace other than the here and now. Some loftier future goal.

Leaders – whether political, religious or financial – have a knack, an ability to attract and retain followers. And in so doing they become agents for change, triggering it, shaping it, creating it.

For Managers seeking to become Leaders, take stock of who and what you are, who and what you must yet learn and ac

here and now. Some loftier future goal.

Leaders – whether political, religious or financial – have a knack, an ability to attract and retain followers. And in so doing they become agents for change, triggering it, shaping it, creating it.

For Managers seeking to become Leaders, take stock of who and what you are, who and what you must yet learn and accomplish to reach your goal. Easy it’s certainly not. But it definitely is possible.