Leadership vs Management (For Nonprofit Leaders): How to know the difference and select the | Dr. William Clark | Skillshare

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Leadership vs Management (For Nonprofit Leaders): How to know the difference and select the

teacher avatar Dr. William Clark, Leadership and org impact specialist

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5 Lessons (47m)
    • 1. Part 1

    • 2. Part 2

    • 3. Part 3

    • 4. Part 4

    • 5. Part 5

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About This Class

In this course, Dr. William Clark explains the difference between leadership and management and why you should want to be a leader instead of a manager.

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Dr. William Clark

Leadership and org impact specialist


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1. Part 1: everybody. This is not the win, Clark, and I'm here to teach you about the difference between leadership versus management. Now. Ah, lot of people get the two confused and they approach their work. Ah, when they've been assigned a leadership role as a manager. And there's a distinct difference between it to this course seeks to help advance your thinking about how to apply leadership to your everyday work and why there's a difference between management now you will. You will learn the difference between the two and you will, luckily, with an appreciation for management. But the goal is to get you to be more interested in more focused on becoming and developing your leadership skills. And so this course will help you do that. My hope is that you process this information and figure out ways to apply this information , to advance your leadership in your organization and to advance your career and just a little bit about me. I'm an executive at a nonprofit based in Connecticut. I have a doctor degree in strategic leadership, and I have a master's degree in leadership development as well, and I wrote a book called Sustainable How to Stain a faith base or nonprofit organization. This book focuses on some leadership tactics, but particularly it focuses on how organisations can sustain his work without being wholly dependent upon traditional resource is ah from the past. And so, if you're interested in learning how to generate revenue for your nonprofit and to sustain your nonprofit beyond today, go ahead and get your copy of that book. Now let's get started in the course. I do want to just take a moment to explain why we're doing this course. We're during this course because 2017 happened. While the economy is doing very well, a number of us around the country live in states where the economics may not have been equal to a tapping around a country. Our state economies may not have kept up with the demand of services that are needed in our communities, and as a result, those of us who have been dependent upon state resource is to support our programming of the support organizations. Quickly realized that we need is a change course. Now this is not anything new. This is not something that just happened in 2017. Doors a unique to 2017 or 2018 to begun. Rather, it's a recent example recent experience that many of us went through. Ah, when it comes to ways that we've been able to stay an organization that needed to be adjusted. And so as a result to that 17 and probably probably previous years I'll throw that in there . Uh, nonprofits have had to deal with reduced payments. Okay, now we've been getting resource is from a number of sources beginning from our state from our town or a city and from private donors. Ah. But as time has moved forward and as donors and funders have become more sophisticated and more demanding of their resource is they are trying to figure out ways to do ah, greater amount of good without spending a greater amount of money. And as a result, nonprofits have been experiencing a reduction off payments. Or let me add this in there, a delay in payments, right. You're waiting for your resource to come in your waiting to re beat, reimbursed for performance contract, and you're getting delays and receiving your payments on time for a number of reasons. And some of those reasons may not even be in your control. However, you're still experiencing the delay, and it's impacting your cash flow in your organization. In addition, nonprofits had to deal with planning for delayed payments. That means nonprofits have had to get lines of credit, take out loans. Ah, borrow against assets that they may have in order to cover their upcoming expenses. For those of you who were wondering, well, why would it not profit need to do that? Non profits are businesses like any other business that you are familiar with and that you know of. And because it is a business and because that business has expenses, those expenses must be paid for and covered on schedule like any other business expenses, such as staffing, salary, retirement, health benefits, other expenses such as overhead costs with rent, utilities, etcetera, supplies you name it, not profits have to pay for it now. There may be some discounted costs over the course of an organization's lifecycle, but that doesn't take away the fact that organization still must pay its bills now because organizations had to deal with reduced payments, delayed payments and planning for delayed payments. Ah, organizations needed to adjust their programming okay, programs needed to tighten their belts. They needed to possibly reduce the number of individuals. Day was serving reduced number of staff that was assigned to projects, reduce supply orders, etcetera. And this. This impacts everybody who has invested interest any particular program. It's easy to say, for it's easy to say to a nonprofit. Hey, you need toe change the way you do business, right? You need to change the way. Ah, you operate. But there's a downstream impact that unfolds when organizations have to adjust down this. This is in no way, ah, sob story. This is in no way trying to guilt folks and to stop saying stuff like that because all businesses for profit and nonprofit have to figure out how to navigate through challenges that present itself when the market changes, or just and so not profits are no different. And so we've needed to tighten our belts. We've needed to reduce expenses, some expenses that were necessary. We've needed to lay off folks that may not have been adding value to our programs, but we were keeping them employed because it felt good. Any normal business should not be keeping folks employed because it feels good patient maquina folks employed because they're able to perform. Which leads me to other adjustments, not profits, have had to make. Not only do we have to tighten our belts, we've also had to improve performance. We've had to deliver on the scope of work we've been assigned to or contracted to perform one right. We've also had to improve our data collection activities, possibly purchased a data system, get better at data collection and data management. All those things matter in us getting better and navigating through any economic change that will impact our programs. Lastly, organizations needed to focus on their strengths and their abilities in order to survive. Now, in spite of those challenges that just shared with you, leadership is still needed. In fact, leadership is needed more than ever before why leadership is needed because nonprofits are important to the balance within our communities. When a nonprofit does not exist, when a nonprofit is unable to deliver on services or provide services, the community struggles and a community suffers that limits the amount of people who can get assistance to navigate through their life, circumstance or toe overcome their lives. Problem or to improve the quality of a community. We could depend upon the government to provide the services. But then we will be relinquishing our ability to overcome our situation ourselves to bureaucrats, enter legislation and tow law. We could rely upon for profit businesses to assist and support us. But then we will be dependent upon the whims of the decisions they make, whether it's profitable, whether if it's good business, whether it makes business sense if they get something out of it. Nonprofits are in it because of the people there in it, because they're trying to solve problems in it because it makes sense for the communities. Ongoing development and the presence of leadership within that profits ensures that there's a proper balance between our stakeholders, our customers, our investors, our staff in our community at large. Now, uh, let me just continue to start here. It's reasonable to expect are nonprofits tohave silent leadership that not only can manage the books and keep the doors open, but who can develop other leaders that could provide vision and support in the market? Please. Now all of the things I just mentioned as to why not profits provide balance. It makes a difference because if your organization is unable to provide steady leadership, steady provision of wisdom and of information and guidance, then your organization runs the risk of not adding value of not innovating, of not helping the organ in the community adjust, not helping community become better and ultimately this diminishes the standing of your organization. 2. Part 2: in the community, and it diminishes your ability to impact and influence the change you believe is necessary in your community. Just like any for profit, business must continue to develop leaders to take on new leadership roles to replace individuals were leaving and retiring. Non profits must do the same because when you think back at the situations identified that impacted us in 2017 18 and in earlier in years earlier, you have to agree that leadership is needed to navigate all of that. The ship makes the difference and how we're able to navigate changes in the economics changes in expectations, changes in in the provision of services and how we deliver services in our ability to manage data, etcetera. So good leadership makes ah significant difference in that way. Now we've seen the unique contributions nonprofits make, and we we see the impact organizations are having. However, thunders are becoming more hip to figuring out ways to ensure we are able to deliver on the services. We claim that weakened a liver. We provide all of this great stuff in our grand applications. We we tell awesome story in our grand applications. The funders want to make sure that what we say on paper is in fact, look what we're doing on the ground and they want to see ah, connection between what's written and what's being done. And so they're evaluating that. And as they make that evaluation, as they made that determination, it becomes even one paramount more paramount for leadership to exist. So not only direct and lead a team to write quality content that is fungible but also direct and lead a team that can deliver on the services it says it can do. What disappoints a funder is when an organization is unable to deliver, unable to provide the services it claims it's capable of doing. That harms that relationship, and it forces funders to look elsewhere to give their dollars. And so this, among other things that I'm going to share with you, justifies the need for leadership and why we're talking about the difference. The difference between leadership and management, strong operations of a non profit organization, fuel true performance, strong operations now in order to get strong operations than they used to be, someone who understands the tactics of good management and the tactics of good leadership How do you influence people? How do you get people to do more to do better to do their best so that you can realize your maximum potential? And let me just close this particular section out by sharing this truth with you? The truth behind high performing nonprofits and organizations is they are undergirded and supported by strong leadership development within the organization, not just at the top, but all leaders who are at the top and those who are emerging who are ascending are being developed, actively developed on an ongoing basis. And it makes a difference in our organization's ability to sustain, to thrive, to grow, to mature, to be its very best self at all times. Now I want to share a couple of thoughts with you before we get into the meat of this. And that is, leadership is needed for organizations and teams to move forward. If you believe that leadership is not necessary, then you're saying that there needs to be no one that makes the final decision. You're saying that needs to be no. One who takes ownership for what happens within the organisation. There needs to be no one who is able to guide and direct the team. The organization, customers, stakeholders, investors, etcetera. No, at the end of the day, you need a leader to advance the work of the organization. Developing a leader Developing leaders Having a leadership development program is essential for ongoing, consistent success. There has to be the development of leaders constantly happening within your organization, because there will be times when you, as a leader, will be absent in meetings away on a trip vacation. Maybe you leave the job one day. Who's next? Who stepping in, who's filling the gaps? Who is there to continue the work of the organization there? I say that some of our nonprofits struggle because there's an absence of ongoing leadership development. There's a gap in leadership pipelines in our organization because we are not developing leaders downstream. Some of us are so focused on the immediate that we don't release other leaders to develop leaders under them and under them and under them, and under them, creating a cascade effect of ongoing leash development. There has to be there has to be ongoing development of new leaders. This is how you get innovation in your organization. This is I get creativity your organization. This is how you advance your organization. This is how you stay on the cutting edge, with constant development of new leaders who have a voice at the table. Yep, this is how you do it. And lastly, if you've been wondering, how do you define? How do we define leadership? Leadership, my friends, is simply influence influencing a group of people to perform a task or achieve a goal. Influencing a group of people to move in one singular direction, influencing a group of people to behave in a way that is advantageous for the organization influencing a group of people to do what's best for the organization. Leadership is about influence when you think about people we call bat leaders or a moral leaders of people who are non ethical leaders, people who are the bad guys of history and we wonder, How did they even have the chance to lead and influence countries and movements? And they were just not moral, not ethical. You can question the more you can question the ethics of those individuals, but when you look at who they were, what they did, they were in fact, leaders influencers. That's leadership. And I'm saying in this course that your organization needs influencers, people who are able to influence the organization to move forward, to be its best self, to transition towards becoming better, to performing better, to be in a high performer, to being a dependable partner, becoming sustainable, relevant, innovative. It needs a leader to influence the organization to do just that. So let's go deeper into what is leadership. Leadership is the process of influencing a group of people or individuals to achieve a goal or a common set of goals. Now that's leadership. What is Management Management reduces chaos in organizations to make them run more effectively and efficiently. Management focuses on planning, organizing, staffing and controlling management offers significant structure. Okay, that is completely different from leadership. Leadership is about influence. Management is about structure two different disciplines because the structure provides the guard rails by which people are allowed to operate and leadership influences behaviors not a certain about struck 3. Part 3: sure, although structure can be used as a mechanism of influence. But leadership uses influence in a number of ways to say, Hey, you can do X, Y and Z, and I'm going to inspire you to do X, y and Z by way off, fill in the blank. Now this leads me to one of the concepts of leadership, which is transformational leadership. Those concepts include if those people, through intellectual stimulation, their mind that also includes influencing people by way of being an example behavior. It also includes motivating people by motivation, finding out what inspires them. These various tactics can be used to get people to move in one direction, getting people to buy in, to invest and what you have to offer. Now, I should point out here that change in an organization led by leader produces a shift within the organization. OK, the outputs of good leadership has nothing to do with widgets, has actually another to do. Widgets has everything to do with culture. The way we behave, the way we function, the way we do things will be considered normal. It has everything to do with performance, our ability to deliver right so there is a function of producing widgets under leadership of leaders. Really, don't worry about 20 witches per hour and 100 witches per day per person. That's not what leaders focused on. We focus on our overall contractual agreements and our ability to meet those agreements and the demands of our customers. Okay, so leaders produce shifts within the organization by way of culture, performance and values. What do we consider important? What do we consider vital to our existence to our ability to do our work? And if we don't do these things, then we are not being true to ourselves. What is it that your organization values? What is it that's organization considers extremely important? Whatever those values are that's produced and maintained by leader, managers don't focus on stuff like that. Leaders care about the way we do stuff. They care about the morale they care about norms and standards, the soft skills, the soft things that you can't really see because ultimately leaders care about what you can't see or touch. They care about what's on the inside of their people. This gets past the culture and values because culture values, impact, performance all day. If your folks feel like they can go rogue if they believe that there's no standards within the organization. If they since that nobody cares about the quality of their work, they will do whatever they want to do. They will go rogue, and they will not meet the performance standards of your organization. Conversely, managers, good managers provide order, consistency and stability. Listen, this course is about determining the difference between leadership and management. This is not to denigrate management because you need good management within your organization, but there's a difference. And while you're you're taking this course trying to become a better leader, you need good managers who were able to provide order, structure, consistency, stability, stabilisation of performance. What are we going to do? What procedures do we have in place to do? X, y and Z What's the order of things? Was the order of HR practices? What's the order of data management practices? What's the order of high and engagement? In other words, what's our policy? That's what managers do. That's where they're therefore, what's our policy on this topic? Remember, leaders to have nothing to do with policy. They have nothing to do with order. They have nothing to do with standards. In that sense, they care about culture, performance of values, managers care about order, consistency and stability. This is what we're going to do to get here. This is how we're gonna get there. Good managers are necessary. I wanna continue to it, delineate the difference between management and leadership in this course. Now the manager's produced order and consistency while leaders produce change and movement . That is a stark difference between the two managers produce order and consistency. Leaders produce change and movement. I mean, you're evaluating the difference between the two. You should be thinking about where do you see yourself or this spectrum? Both in terms of where do you see yourself now and where do you want to see yourself in the future? Because if you're in the position where you're trying to emerge and grow in your career and emerge as a leader, you need to look at the practices you exhibit now versus what you need to practice to become what you want to become in the future. If, in fact, the leader is that again, managers produced order and consistency. Leaders produce change and movement Now let's go down the line a bit. There's a chart here on the screen, and I want Teoh review that with you to continue to drive home the point that managers and leaders are two different people. Two different disciplines. Managers plan and budget. Okay, so they plan a budget. They established agendas that timetables allocate. Resource is leaders. They established direction. They create a vision, clarify big picture and set strategies. Big difference managers. Ah, organized and staff. They provide structure, make job placements, established rules and procedures. We talked about that earlier, versus leaders align people. They communicate goals to everyone. They seek commitment from everyone, and they built teams and coalitions. Lastly, managers control and problem solve. They developed incentives, generate, create increase solutions and a take corrective action versus leaders They motivate and inspire. They inspire energized folks. They support subordinates, and it's satisfy unmet needs at into the day. As you're evaluating the difference as you're looking at this chart, you see a clear difference between the two. You should notice the difference between it, too. You should notice while that one side of this produces order consistency. And as you're looking at the difference between the two. You shouldn't notice the people in your organization that fulfill these roles. There's nothing. It is nothing wrong with being a manager if in fact you're not a leader. But there needs to be a distinction between the two, so that we know so that you know that there to expectations to different expectations, to different behavioral patterns, to different everything when it comes to managers versus leaders. And you should be noticing things about your behavior. As you look at this chart as you determine where you sit on this chart, do you produce order? Consistency? Do people see you as a taskmaster, or are you producing change and movement? Are you making a difference? Are you in fact, establishing direction, aligning people and motivating inspiring folks? That's the difference. So I want to share some thoughts from some theorists who have constructed and shape how we view leadership. How we understand leadership today. Okay, Business in Nanna's in 1985 said to manage means to accomplish activities and master routines, whereas the lead means to influence others and create visions for change. Wow managers master routines. True, because the manager's job is to comment and run off the checklist. Did we do this distance business? And if we didn't do none of those things, we got to make sure they get done before X y Z time. Don't get me wrong. Leaders have an element of management in them they must, in order to get stuff done off their checklist. But their primary job, the primary job of a leader, is to produce, change and movement venison and is also, said, managers of people who do things right and leaders of people who do the right thing. Man, that's a distinct. 4. Part 4: Prince Rosa in 1991 says leadership is a multi directional influence relationship and management is a un Ah Rosa and 1991 says leadership is a multi directional influence relationship and management is, AH unit directional authority relationship where, as leadership is concerned with the process of developing mutual purposes, management is directed toward coordinating activities. In order to get a job done, Leaders and followers work together to create real change, whereas managers and subordinates joined forces to sell goods and services. It's a clear difference here. Clear, clear difference Influence vs an authoritative relationship. Zalaznick, in 1977 says managers are reactive and prefer to work with people to solve problems, but do so with low emotional involvement. Does that sound familiar? Is that you? Is that someone at your job and your organization? They work with people to solve problems, but there's a low emotional investment. They act managers, he says. Zalaznick says they act to limit choices versus leaders, on the other hand, are emotionally active and involved. They seek to shape ideas instead of responding to them and toe act to expand available options to solve longstanding problems. Leaders change the way people think about what is possible. Zalaznick is speaking my language. He says that leaders shape ideas instead of responding to ideas. This does not mean that leaders dismiss ideas, but in the marketplace where innovation is needed, where creativity is needed, where influence is needed, where your organization's tryingto win in advance, its role in its position in the marketplace, leaders are shaping ideas. Yeah, it's nice that someone so is doing X, y and Z, but how about this? And don't get me wrong. Leaders know when to partner Windsor's create strategic alliances that that's that's a part of the work that leaders do. But in addition to that leaders, no, they know the importance of shaping thinking and thoughts and ideas and concepts. Leaders know to expand options and not to be limited by any options on the table, because staff frontline staff managers Onley respond to the options laid out in front of them. Leaders look at the options laid out of Fordham say, am I don't like none of them distrust with the different Does that sound familiar? Is there ah, person in your organization that does that that just tears up options that says no, let's start from scratch to do something for Russian new. Is that you? That's the role of leaders to influence change and to influence movement towards something . The goal, as you delineate between the two, is to say, I am a leader. My my title, says Manager. But I behave. I perform as a leader. If you're aspiring to an ascended role, any organization I need you to evaluate which of the two is gonna get you there? That management. Okay, leadership, your choice. There's a clear, clear, clear difference here now. I do want to quickly talk about how to develop leaders again. Program. And there are three things on a share with you around ongoing development of leaders Number one. You got to provide good leadership coaching. This course serves as a coaching opportunity for you, the person who is looking to strengthen their leadership, who's looking to develop their leadership, who's looking to introduce leadership into their practices. This course, played over and over and over again, will poach you will push you will direct you towards becoming the person you desire to be, and we'll put you in position to make leadership choices to behave like a leader as opposed to behaving, however you feel makes sense in a moment. So if this is a coaching opportunity for you, think about people you're trying to develop the organization. How can you coach them on ongoing basis? How can you share with them what you're going through, How you're developing, how you're growing, how you're making decisions to coach them? How can you put yourself in position to evaluate their work so that you can contribute to their ongoing development? Coaching is essential. Second, to develop a good leadership program within your organization, you have to practice self leadership and then teach others how to do the same. Now, if leadership is influenced, and from an external point of view, if leadership is about influencing other people, to achieve a goal in self leadership is about influencing yourself to achieve a self designed or self articulated goal. We practice stuff leadership all the time, all right. Do you want to get up at 4 30 in the morning? You have to lead yourself to do that, meaning you have toe. Put yourself in position to go to bed at a reasonable time. Set your alarm to go get off, go off at a reasonable time, have a diet that allows you to go to sleep at a reasonable time. Remove the barriers that prevent you from getting up before 30 in the morning. Those tactics to influence yourself to get up at 4 30 in the morning is what you called self leadership is what we're calling self leadership. Self Leadership has three strategies that makes it effective. The first, our cognitive strategies. How you think, how you process information, the intellectual element of decision making. Four. Seeing situations, playing them out in your head, looking at scenarios in your head, going through step by step. The second strategy of stuff leadership is behavioral. Once you think it, you do it. The strategy. Come up with you executed. I want to get it before 30 in the morning because I want to work out or I want to get work done or I want a complete X, y and Z in order to get about 4 30 in the morning. I think I have to go to bed at nine. I have to eat my last meal at six. I should get in the shower by eight. I should wrap up all my task for the day by a 45. I should not watch TV beyond nine oclock. Almost things that make a difference in you getting up at 4 30 in the morning. You thinking about them? The next step is to do it so when you get home last mill at six in the shower by eight. All activities on a 45 TV off by nine. Lights out, down, sleep. Go and my alarm goes off a 4 30 boom! That's the result of the action. Cognitive behavioral. The third and final strategy of self leadership is natural wards. Natural rewards. What benefits do you achieve or realize along the journey to achieving your goal? So the benefits of having your last meal at six. You don't feel sluggish. You don't feel slow. Your food will be digest but digested by the time you get in the bed. You're not eating too late, gray. You're in bed by nine and you're getting a good 67 7.5 hours of sleep. This is healthy, all right, Those air natural wars. You're more concerned about getting up in the morning. As for 30 and you've put in place practices to help you do that along the journey are some benefits that you didn't account for that you know what, man? I'm glad. I'm glad I'm getting those seven hours. I'm glad I'm eating my mill at my last meal at this time because I I see the benefit in it . And the benefits are X Y Z From organizational standpoint, when you're teaching emergent leaders how to become self leaders, there are benefits to the discipline of development strategies and executing them. And those benefits come from are expressed through coaching. That's the only way to go. No, the benefits of stuff leisure. But then, lastly, to develop leaders in your organization, you gotta teach them to be strategic thinkers as jugic planners. Creative, innovative, thoughtful. If you have leaders that are unable to solve problems, to fix problems, to develop solutions, to think outside of the parameters that they currently see, then they will calls your organization your program, your project to struggle. At the end of the day, you're not trying to create more people 5. Part 5: that struggle. You're trying to create people that are, in fact influencing the organization, influencing change and influencing movement. And we need more leaders to be more strategic in their thinking and their planning to see the puzzles that are in front of them and all the puzzle pieces that are in front of them and to figure out how to put them together because they're scattered. And while there may be a map in a guide that mapping guys sometimes just doesn't work out as well as you thought it would, she seemed to thinking matters. So there's this one of the thought I want to share with you. If you're going to get into the business of developing more leaders and you want more leaders versus more managers and you're going to develop them, you need to have some tools in your toolkit to know that you are creating a cloudy program , a quality process of developing leaders, and you need to know how to measure that. So here are a few questions you want to ask yourself when you developing leaders, Does your leisure development programmer system align with the context of your organization ? Does your man and your development philosophy of leaders aligned with the vision, culture and goals of the organization you are leading or your part of. If it does not stop doing it because you're setting leaders up for failure if your organization's values this has a vision for this has a culture for this, and your train leaders do something totally different, you're setting them off of failure, especially when you are unable to change the culture in the vision and the goals of the organization. So whatever the culture vision goals are aligned, the management or the training of leadership with that, so that you setting them up for success. He is a second question our leaders coached to influence direction, alignment and commitment among followers and other team members. Are you teaching your emerging leaders to influence their teams to influence their projects ? Do you show them the tactics in the skills and tools necessary to create that difference to influence that type of change and movement that you believe in? And if they are being coached, how do you know that they're doing it good or well or effectively? He is the third question one. Ask yourself, Does your Leadership Development Program promote leadership maturity through progressive assignments and tasks. Are you making things more challenging for your emerging leader? Are you moving the needle so that they're inching forward and towards a more complex role as a leader? Are you creating those challenges that makes them think outside of the box? The thing differently? Are you creating the opportunity where they have to flex new intellectual and emotional and strategic muscles? They may have never had to move before. If you're not, you should. If you're not Isha, here's the last question you should ask yourself. Our leaders cultivated to develop new and innovative solutions. Do you singer leaders out to evaluate and study industries that a separate and different from your own to find out what works? What could work within your current organization? Is your emergent leader evaluating trends in the market? Please does your emergency to know about ideas, tactics and strategies that are not yet mainstream. That could in fact, changed the game for your organization. But idea is the cultivate new solutions on a regular basis, new solutions because that's how you going to stay on the cutting edge now as we close this course, Ask yourself, what would which one of you are you? A manager? Are you a leader? And why do you want to remain a manager and is nothing wrong with that? If you say yes, but just know, just know the answer to that. Which one of you are you? Manager leader? And why now? His this question. What do you want to be? Do you want to be I manager? Do you want to be a leader? Why and how are you gonna get to either one that you want to be? Here's. Here's another question. How would your leadership changed the culture of your organization over your team or your project if you decided to become a leader? If you decided to take on leadership behaviours and tactics and strategies, how would your organization change? As a result, how would it benefit? How would your project been if how would your team benefit? As a result of that, there would be so many benefits to you becoming a leader, but there's also a need for managers as well. Just a sermon just determined which one you want to be. This wraps up our course or in management versus leadership. I hope you found this course helpful. I'll be found this course informative. Play it back as many times as you need to determine where you fit on a spectrum and to determine how you can move toward becoming a leader. If that's what you choose to do, play this back to encourage yourself even when things are not progressing the way you thought they would be. Use this course as an opportunity to remind yourself of what your big picture goal is. Use this course toe coach, other emerging leaders who are trying to figure out how to establish their leadership play for Show it, show it to him, coach them, share with them. Once you've learned what you are learning about becoming a better leader, your organization will benefit from it. This is not the William Clark for the course management versus leadership. Thanks for taking its course. We'll see you later.