Taking a team from ordinary to extraordinary means understanding and embracing the difference between management and leadership. According to writer and consultant Peter Drucker, "Management is doing things right; leadership is doing the right things." Manager and leader are two completely different roles, although we often use the terms interchangeably.
Whether you've recently been promoted to a leadership position, or you've been leading your team for years, it can often seem tricky to discern what being a "good" leader actually means. When you're trying to determine the components of a successful leader, it's easy to fall-back on certain terms we commonly associate with leadership -- words like "assertive", "inspirational", and "confident".
They might be skills, but they're not soft Are you good at your job? Different, easier question: Was Ty Cobb good at baseball? The apocryphal story is that Ty Cobb was a jerk. His teammates didn't like him very much. But he's still in the Hall of Fame.
Organizations know how to measure vocational skills. They know how to measure typing skills for example. However, they are less able to measure passion or commitment.
Organizations hire and fire based on vocational skill output. But, getting rid of a negative thinker or a bully is much more difficult. An employee that demoralizes an entire team is hampering productivity.
If you've got the vocational skills, you're of little help without the human skills. The soft skills, or rather real skills, can't replace vocational skills, but amplify the things you've already been measuring.
For instance, a team member with all the traditional vocational skills is the baseline. Add to that perceptive, charismatic, driven, focused, goal-setting, inspiring, motivated, deep listener, and you have a team member that will benefit the organization in exponential ways.