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<v Mark Henderson Leary>Welcome to Practice Freedom.

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<v Mark Henderson Leary>What if you could hang out with owners and founders from all sorts of healthcare private practices, having rich conversations about their successes and their failures, and then take an insight or two to inspire your own growth?

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<v Mark Henderson Leary>Each week on Practice Freedom, we take an in-depth look at how to get the most out of both the clinical side and the business side of the practice, get the most out of your people and, most of all, how to live the healthy life that you deserve.

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<v Mark Henderson Leary>I'm Mark Henderson Leary.

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<v Mark Henderson Leary>I'm a business coach and an entrepreneurial operating system implementer.

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<v Mark Henderson Leary>I have a passion that everyone should feel in control of their life, and so what I do is I help you get control of your business.

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<v Mark Henderson Leary>Part of how I do that is by letting you listen in on these conversations in order to make the biggest impact in your practice and, ultimately, live your best life.

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<v Mark Henderson Leary>Let's get started.

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<v Mark Henderson Leary>Welcome back.

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<v Mark Henderson Leary>Practice leaders Got another kind of mini ranch on this concept of leadership versus management and why that's important.

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<v Mark Henderson Leary>Before I dig in, though, if you're stuck, always making sure it's crystal clear in your mind If you imagine this amazing organization with high value, really helping people, people who love being a part of it, employees and staff are just so enthusiastic and you imagine a life and leadership that's awesome, but you're stuck.

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<v Mark Henderson Leary>You're not getting the life that you want from the business.

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<v Mark Henderson Leary>Please reach out practicefreedomcom.

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<v Mark Henderson Leary>Slash schedule and we'll get some time to talk about that.

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<v Mark Henderson Leary>So, without further ado, here's the concept leadership and management.

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<v Mark Henderson Leary>What's the difference?

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<v Mark Henderson Leary>So why is this even important?

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<v Mark Henderson Leary>Why does it matter the difference between management and leadership?

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<v Mark Henderson Leary>Well, I'll tell you why.

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<v Mark Henderson Leary>Because if you have one and not the other, bad stuff happens, and so I think that what I hear and observe is it kind of gets lumped together.

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<v Mark Henderson Leary>People generally refer to leaders and managers as leaders and good leadership, and when we talk about bad leadership, the symptoms are different and in both.

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<v Mark Henderson Leary>So leadership in the system I teach EOS, we break it down into leadership is really about the thinking exponential direction, vision, emotional, higher level aspect, motivation, understanding the needs you know, connection with a purpose.

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<v Mark Henderson Leary>That's all that stuff's in the leadership bucket.

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<v Mark Henderson Leary>The management side this is about execution, this is about clarity, communication, oftentimes process, data, action, right, very different, oftentimes very linear, but real, real, real, the realist aspect of that and the leadership can a lot of be in the can be in the potential side.

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<v Mark Henderson Leary>There's a polarity, and I find you know a lot of the organizations I work with.

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<v Mark Henderson Leary>The biggest skill we're trying to develop is this management piece, and it's it's so true that so many organizations, some of the cultures that grow up from the smaller entrepreneurial organization, just don't know how to follow through in terms of creating teams that work, and so this lack of management manifests in the form of people who are in charge of other people and have no idea how to get these other people to perform better.

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<v Mark Henderson Leary>That is, or at least think.

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<v Mark Henderson Leary>If they think they do, the results tell a different story.

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<v Mark Henderson Leary>The results of the people that they're in charge of are terrible.

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<v Mark Henderson Leary>That is a lack of management, and we have to teach organizations how to do that.

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<v Mark Henderson Leary>Larger organizations sometimes the game shifts.

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<v Mark Henderson Leary>We know how to drive accountability.

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<v Mark Henderson Leary>We know how to set expectations.

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<v Mark Henderson Leary>We know how to fire and hire and really create teams that are effective.

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<v Mark Henderson Leary>Leadership Like well, what do you come do with your team?

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<v Mark Henderson Leary>Where is this going?

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<v Mark Henderson Leary>You've got a lane.

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<v Mark Henderson Leary>Explain to me the vision for where this is going creatively, and we really got to develop that leadership aspect.

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<v Mark Henderson Leary>So we've got to have both.

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<v Mark Henderson Leary>I think it's important at both levels of the organization to know, or both sizes of organization where you're developing.

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<v Mark Henderson Leary>Are you cultivating leadership and thought and creativity and vision and do you have people who have that capacity to do that?

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<v Mark Henderson Leary>In other organizations it's like do I have people who are good, creative people, or it's not even important.

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<v Mark Henderson Leary>Some organizations hopefully the smaller organizations especially the vision is clear from the visionary leader or the leadership.

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<v Mark Henderson Leary>There's one, two people who are really great at painting a clear vision of where we're going and how we're going to get there and what that's going to look like, and the people around the organization are like man, that's amazing and I just want to know what my role is and I can make sure we execute along that.

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<v Mark Henderson Leary>And those are the ones we got to develop the management when I think this is important.

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<v Mark Henderson Leary>Beyond that, and I think that's plenty important the understanding whether we're developing the management or the leadership and how critical.

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<v Mark Henderson Leary>Like, if you don't have management in your teams, you cannot grow.

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<v Mark Henderson Leary>You can.

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<v Mark Henderson Leary>You will not cultivate a culture that executes, you will not get great people who can do more every single quarter, every single week.

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<v Mark Henderson Leary>Management as a discipline, management as a cultural expectation, a culture in your organization where we know one out of four people or one out of eight, depending on how things go are the managers who help cultivate and grow people into the next level, because they can set clear expectations and coach to accountability and feed them the clarity of the path moving forward through their leadership or throughout the leadership of others.

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<v Mark Henderson Leary>You have to.

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<v Mark Henderson Leary>It's non-negotiable, but very often we see we kind of criticize people in an organization as being a bad leader and so kind of case in point is like a great surgeon who is really good at what they do.

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<v Mark Henderson Leary>They might be the best in the world at this and they know how to do this surgery and their stuff is best.

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<v Mark Henderson Leary>Well, that might be leadership.

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<v Mark Henderson Leary>They think about how to be the best at this surgery and if people were to follow them and do what they do, they would be doing great stuff and so they might be a great leader in my definition.

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<v Mark Henderson Leary>But they may also be a terrible manager and I would think, statistically, based on my experience, they probably are a terrible manager, a terrible, so obsessed with the perfection and the leadership of where this is going, no patience to bring people along with them, and so we got to have other managers and management to have more of the accountability of cultivating a team, and so understand the importance of that, and giving people credit for their leadership, even if they suck as managers.

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<v Mark Henderson Leary>And so you got to have both Assess your organization, looking at your teams.

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<v Mark Henderson Leary>If you're under 100 people, maybe even under 500, the odds are super high that management is what you're lacking, especially in high-skill industries like healthcare, and lacking especially especially in high skill industries like healthcare and technology.

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<v Mark Henderson Leary>Legal or deal organizations where there's lots of super sharp, smart people can get a lot of progress and you can have a lot, of a lot of result in the organization, with people making great decisions and not communicating with other people at all.

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<v Mark Henderson Leary>Other than that, hey look, I won.

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<v Mark Henderson Leary>You can get a lot of a lot of progress, but at some point it starts to collapse under its own weight.

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<v Mark Henderson Leary>There's no clarity and direction and unity, and so at some point in your organization you're going to feel like I don't feel in control of what these people are doing in terms of setting the direction and we don't know how to pull the levers to get things to be better.

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<v Mark Henderson Leary>That is a management problem and I don't want to overstate because there's a lot of different talk about how autonomy is an important part of this, and I absolutely think that's true, and I'm not in any way in any way encouraging micromanagement.

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<v Mark Henderson Leary>That is not what we're after.

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<v Mark Henderson Leary>You must have clear vision, though.

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<v Mark Henderson Leary>You must have a clear vision that you want people to move towards and help create, and we want to give people autonomy to get there, and we want to give them tools and process and things to make it efficient and effective to get there, and we're going to give them some guide rails.

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<v Mark Henderson Leary>We're going to give them some coaching.

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<v Mark Henderson Leary>Guess what?

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<v Mark Henderson Leary>This is management Management, not micromanagement.

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<v Mark Henderson Leary>Do not tell them where to put their feet.

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<v Mark Henderson Leary>Do not tell them exactly how to hold their head when they talk.

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<v Mark Henderson Leary>Give them some autonomy about how they engage, but make sure you're giving them feedback about what's working and what's not, and make sure management is there to do really very little other than make sure the behaviors match the long-term objectives and coach people back into that.

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<v Mark Henderson Leary>Giving people enough autonomy to make the decisions on how they're going to do that Absolutely.

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<v Mark Henderson Leary>Process is not about ossifying people and creating a hyper-controlling situation.

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<v Mark Henderson Leary>It's about making sure we don't skip steps and making sure that, when those steps are followed, that the rest of the time and judgment is used, with a human judgment, to do those things and process might even encourage people to use their judgment and say something and do something creative or personal in the moment.

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<v Mark Henderson Leary>It does not have to be prescriptive in that sense.

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<v Mark Henderson Leary>So, getting back to this idea of great leaders in an organization, you know, really, let people lead and let other people manage.

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<v Mark Henderson Leary>So, these highly capable people, we're going to let them be leaders.

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<v Mark Henderson Leary>We might even call them leaders and I think I frankly think that it's more dangerous to call somebody a manager who is not a manager than it is to call somebody a leader who is not what you think of as a manager.

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<v Mark Henderson Leary>And so lead positions or leaders, technology, people or leaders, call them team leads, call them lead something, give them a sense of like, being out in front of what they do, and make sure their role is crystal clear, that they are not managing, they are not leading and managing and driving accountability, because the goal of management and this is the individual contributor versus the manager Individual contributor might be the surgeon, might be the inventor, might be the craftsman, the designer, the architect, the person who puts their name on the building.

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<v Mark Henderson Leary>This is some of the most high value, timeless work, the author, the person that writes the book.

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<v Mark Henderson Leary>It's not a manager, it's an individual contributor, your favorite author, your favorite historian?

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<v Mark Henderson Leary>Individual contributors these are really powerful, important things.

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<v Mark Henderson Leary>And management much less visible.

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<v Mark Henderson Leary>Equally important, I think, because they're behind the scenes, managing and helping people be successful.

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<v Mark Henderson Leary>A manager is there to make sure a team of people is successful, doing so much more as a team than one individual can, and so often you know, a great doctor or physician moves their mindset from.

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<v Mark Henderson Leary>You know, I was helping so many patients, one at a time, and it was super powerful.

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<v Mark Henderson Leary>But now I help this organization heal people, hundreds of people at a time, because I've got a team of doctors or physicians or healers or chiros or optometrists or whatever who are healing and helping people be better and see better and do better every single day.

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<v Mark Henderson Leary>And my role has changed from individual to leadership, to management or some combinations, but that's only if that's for you.

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<v Mark Henderson Leary>So understanding the role, so all that to say, really being crystal clear on what leadership can be.

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<v Mark Henderson Leary>And it has to do with setting the direction and inspiring people and let people lead and call them out for that.

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<v Mark Henderson Leary>And if somebody is a terrible manager, that does not make them a bad leader.

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<v Mark Henderson Leary>This means they should not be a manager and they should not be in charge of hiring and firing people.

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<v Mark Henderson Leary>But your organization needs both and if you're the type of organization who's well-led at the top and at the size of the organization, that that's enough.

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<v Mark Henderson Leary>You just need great managers and you really can and should esteem management for its contribution and make sure that it's well-sized.

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<v Mark Henderson Leary>In addition to those great team leads, those great individual contributors and how they're esteemed for their contribution as non-managers and not making them take on a burden of managing people when their best contribution is to be in the OR or doing something individually powerful and developing that.

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<v Mark Henderson Leary>And also, if you're at a larger organization or a more mature organization, understanding, have we really figured out management?

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<v Mark Henderson Leary>We really know accountability and do we now need to develop this leadership mindset of envisioning and the clarity and the direction and the things that go with that?

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<v Mark Henderson Leary>So I hope that's helpful.

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<v Mark Henderson Leary>I hope that gives you some way to think about leaders and managers and to credit people where credit is due and understand sort of the pros and cons of that.

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<v Mark Henderson Leary>If that's not clear, if you're stuck, if you got confusion about that, please don't stay stuck.

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<v Mark Henderson Leary>Please reach out, get on the counter.

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<v Mark Henderson Leary>Happy to talk this through with you because it is really important.

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<v Mark Henderson Leary>Reach out at practicefreedomcom slash schedule and we'll take a couple minutes.

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<v Mark Henderson Leary>That's our time for today.

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<v Mark Henderson Leary>We'll see you next time on Practice Freedom with me, mark Henderson Leary.

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