In his book, “Built to Last”, Jim Collins talks about how highly visionary companies do not oppress themselves with what he calls the “Tyranny of OR” – the reluctance to accept two seemingly contradictory forces or ideas at the same time.  The “Tyranny of OR” pushes people to believe that things must be either A or B, but not both.  Instead of being oppressed by the “Tyranny of OR”, highly visionary companies liberate themselves with what he refers to as the “Genius of AND” – the ability to embrace both extremes of a number of dimensions at the same time.  Instead of choosing between A OR B, they figure out a way to have both A AND B.

The terms “management” and “leadership” are often interchanged. In fact, many people view them as basically the same thing.  Yet, when you look at the “what” and the “how” of managing vs. leading, there are some clear distinctions between them.   Here are a few of the notable differences: 

 It’s not surprising in this highly competitive labor market that the top concern facing CEO’s in organizations that employ large numbers of frontline employees is their ability to hire and retain staff. As a result, employee engagement has become a key strategic initiative with leaders and managers at all levels devoting more of their time and focus to create a positive and engaging experience for employees. Being more intentional about what leaders and managers need to do to drive higher engagement levels, represents a needed and critical step forward.