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Torrance Harris

Leaders VS Managers

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This section had some amazing points, but it also had a few catch 22 moments as well.  I strongly feel leaders lead from the front.  In my daily walk, I try to stay engaged with what is going on in the lobby of each branch as well as the branch managers. I use this information to analyze the process, people, and products.  The catch 22 of this is, I get trapped in the day to day operations and now I'm not able to step back and think.  Where is the happy medium to this? Does anyone else find themselves in this situation?  What have you found that works best for you?

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When you're out front, are you working from a plan with a Desired Outcome from the work OR just trying to be present in the front?  There's a difference. Think about it.  (and add a picture Torrance...pretty please)

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I am working on the Picture.  Everyone I try to upload is to large.

When working out front is out of necessity more than anything.  I don't have the luxury of working just to show a presence, there is always an plan.

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 When I was Director of Business Development I was hands on and I felt that I had to live by example in order for me to lead the BD team.  Now as a VP of BD & Marketing I completely agree I have challenge myself to plan and strategies.  At first I felt that I was not busy since I was sitting in the office researching and trying to empower my team in developing thinking skills.  I started managing my time for efficient which allows me to still be visible in the community through the BD aspect but my number one priority is to think. 

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It may just be me, but you have to have a strong team around you for this approach to work.   Great perspective.

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Torrance I struggle with the same thing.  I can easily get caught up in simply getting tasks completed and rationalizing not taking the time to "think" because I don't have the time.  I am starting to see that I can keep using this rational but I will simply be in the same place until I force myself to step back and think.  I also agree that you have to have a strong team, or maybe like-minded people.  A lot of times I feel where I work does a good job, but I wonder how much more we could accomplish if we worked smarter.

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Ahhhhhhh, your struggles will be exposed as you read more....strong teams don't always translate to better, faster, smarter, etc.  I've seen strong teams with 15 people make a mess and 4 people do the same work and get more accomplished.  Think about this as you read.

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"Accompanying their troops onto the battlefield and guiding..." This statement resonated with me. I have a someone on my team that I cannot get to understand that in order to motivate others to work with you, you must work alongside them. It's about building trust. My mother always taught me that you don't ask anyone anything that you wouldn't do yourself, and it has proven very effective. This skillset is so vital because in marketing, we have large responsibilities but no one directly reports to us. The question becomes: how do you motivate people to act when they don't report to you? How do you get them to care? I've spent ten years observing behaviors, always emphasizing relevance and connecting the dots.

Oh my goodness. Love this: "The pendulum has swung too far in the any one direction; the mindset of leaders being in ivory towers and managers working the front lines needs to change if we want to make our organizations stronger and more effective." I'm going to do better! I knew that as a director, but it is equally, if not more important, as a vice president.

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I had no idea that what we consider as modern-day management is only a little more than a hundred years old.  I find it fascinating that leadership concepts/practices outdate management and was the way of building organizations.  Since my entrance to the management scene, I've felt as somewhat of an outsider due to my own principles and beliefs as a manager.  I believe in leading by example, in having a presence with the team, I believe in leading before managing.  I have always been an advocate of coaching and believe coaching is a component of leadership; I was the first to introduce coaching in our company and it was heavily resisted at first by most of our management team.  Today, what I have observed, is the managers that have really taken to the concept of coaching (not just using it as a means to correct, but to encourage and discuss successes as well as challenges) have experienced great success in connecting and communicating with their staff.  Although, I don't consider myself a typical manager, I realize that I have practiced management concepts/actions.  I definitely see the importance of both skill sets and I am excited that ET integrates both management and leadership skills.

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On ‎6‎/‎16‎/‎2017 at 11:20 AM, Torrance Harris said:

I strongly feel leaders lead from the front.  In my daily walk, I try to stay engaged with what is going on in the lobby of each branch as well as the branch managers. I use this information to analyze the process, people, and products.  The catch 22 of this is, I get trapped in the day to day operations and now I'm not able to step back and think.  Where is the happy medium to this? Does anyone else find themselves in this situation?  What have you found that works best for you?

Torrance, I struggled with this as well.  My role previously was intended to be a "jump and fill in when needed".  I found myself often frustrated because I would get caught "in the trenches" which made it difficult to fulfill the thinking, strategizing part of my role.  Unfortunately, I don't know that I have a best practice to offer.  There were times when I had to pull out of the scene, move staff around to help cover deficiencies.  It wasn't always popular; however, by then I had built a rapport with the staff, they knew that if I wasn't out there for them, it was because I had something pressing that I needed to complete or needed my attention.    I realize, that may not always be possible. 

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Work smarter not harder......I remind myself of this everyday and I instill this into my Tellers as well.  

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