Leading, Managing, and Administering

12/8/2012

Much has been written relative to the difference in leading and managing.  I wrote a small piece contrasting the two in my book, "So You Want to Be a Leader."  I have come to realize that there exists a third action that bears considerable examination.  A distinct difference exists between leading and administering.  I have observed superior leaders who were poor administrators.  Likewise, I have observed superior administrators who were poor leaders.  I have concluded that to be successful in most organizations that I can think of, one has to lead AND administer effectively or the organization is headed for new leadership or the boneyard.  Those who can lead AND administer will connect the dots and cross the t’s.  They will possess a sense of organization and good order.  The workforce will experience and observe follow through characteristics that will give the leader visibility of the status of projects, the insight to fulfill promises, the wisdom to document procedures and regulations, and the ability to communicate his vision and intent verbally AND in writing.

When the this leader's successor arrives, he will be able to step right in and continue the established and well-documented processes with only minor tweaks to suit his management style.  In the Marines and in education, I have followed some good leaders and administrators but also some poor ones.  Over the years, I have followed in the footsteps of six commanders or presidents who were terminated for cause.  Not one was terminated for moral turpitude, malfeasance, or the absence of leadership skills (to the best of my knowledge).  As I took the reins of these organizations, the absence of administrative skills (albeit, sometimes it manifested itself in poor judgment) seemed to be a significant factor, and I invariably had to rewrite virtually every standard operating procedure and regulation.  I can only conclude that administrative skills are a major success-multiplier in complex leadership positions.

Peters and Waterman counseled on their philosophy of "management by walking around (MBWA)", that it is important to be out and about the organization, and it is very true that some of the most actionable information comes from down the chain of command.  However, unfortunate as it may be, when leading large and complex organizations most of one's time will be spent behind a desk.