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Superbly-run organizations need to be well-led and well-managed. While the words "leadership" and "management" are commonly used interchangeably, they are distinctly different enterprises.
Most people easily recognize the difference between reporting to someone who is a good manager — even a great manager — and reporting to someone who is a genuine leader.
This training examines the underlying dynamics of both leadership and management, highlights the contrast between the two, and demonstrates the need for them to work in tandem in mutually supportive roles. The presentation is quite practical in tone and packed with case studies and insightful illustrations.
The content and materials for When to Lead, When to Manage are adapted from our proprietary LeaderTrack® Professional Development Series for Managers and Leaders.
We will gladly tailor this training to the unique leadership and management challenges and specific needs of your organization. Customization is included in the standard fee.
Delivered worldwide as an in-house, off-site, or conference program. Presentations offered in English only.
PowerPoint presentations, group discussion, case studies, small-group break-outs, video clips, application exercises
The standard fee is all-inclusive. It covers pre-event coordination, customization, post-event evaluations, handouts, participant materials, and incidental expenses. (A slight additional charge may be incurred for more than 15 participant notebooks.) There is generally no travel fee for trainings in the greater Dallas-Fort Worth area.
In North America: $1450
Outside North America: $2050
We provide discounted fees for
Dr. Mike Armour, SLDI's managing principal, is available for keynote presentations on When to Lead, When to Manage
Here are themes from which our trainings on When to Lead, When to Manage typically draw. The final outline is always developed in collaboration with you and may include topics not listed below.
Common tendencies to confuse management with leadership
The mandate and definition of management
The mandate and definition of leadership
A manager's six primary roles
A leader's three primary roles
Three questions which distinguish leaders from managers
Eight functional contrasts between management and leadership
Building a synergistic partnership between management and leadership
Considerations determining whether an organization should be management-dominant or leadership-dominant
The process-centric nature of management
The people-centric nature of leadership
The leadership side of management
The management side of leadership
Specific scenarios in which management should be at the fore
Specific scenarios in which leadership should be at the fore