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How to turbo-charge your growth

Put succinctly by Harrison Owen, 'leadership is not advanced management'! Get to know yourself in your Leader Mode it's way different to you as Operator/Manager:

Most professional development is based on the notion that successful people acquire new role-appropriate skills as they move up the hierarchy. But making the transition from manager to leader requires subtraction as well as addition: To make room for new competencies, managers must rely less on their older, well-honed skills. To do so, they must change their perspective on how to add value and what to contribute. Eventually, they must also transform how they think and who they are. Companies that help their top talent reinvent themselves will better prepare them for a successful leadership transition.
Herminia Ibarra, Mark Hunter

Your ability to manage is measured by what you know and what you get done, but your ability to lead is measured not only by your competence but also by your ability to communicate who you are and what you stand for.
Terry Pearce

When you're in your Leader Mode, you'll be as Ghoshal and Bruch describe:

The truly effective leaders we've observed are purposeful, trust in their own judgment, and adopt long-term, big-picture views to fulfill personal goals that tally with those of the organization as a whole.

University libraries and executive bookshelves are filled to overflowing with innumerable tomes on the subject, ranging from deep studies to shallow nostrums detailing the "Seven Easy Steps to Inspired Leadership." Yet something is missing, either in the literature, in its reception, or both.

I think that what is missing is a profound sense of the depth of the matter. Leadership is often spoken of as if it were simply advanced management. The presumption is that whatever the manager is supposed to do, the leader does more of and better. Leadership is not advanced management; in fact, it is radically different from management, and to equate or confuse the two is to miss an essential distinction, and that distinction, if observed, can take us to the heart of the matter.

The tasks of management and leadership are, I believe, separate and distinct. To manage is to control; to lead is to work in the depths beneath the system, in the primal areas where the Dragon lives.
Harrison Owen Close
For the past ten years, we have studied the behaviour of busy managers in nearly a dozen large companies, including Sony, LG Electronics, and Lufthansa. Our findings on managerial behaviour should frighten you: Fully 90% of managers squander their time in all sorts of ineffective activities. In other words, a mere 10% of managers spend their time in a committed, purposeful, and reflective manner.
Ghoshal and Bruch Close