It seems to me, however, that we have plenty of management. We have managers of offices, sales, regions, operations, administration, finance, accounting, underwriting, billing, policy issue, customer service, claims, commissions, technology, network support, programming, building services, printing and more that I haven't thought of. In our own company, a small life carrier, we have five distinct levels of manager positions. 

You would think that with all the managers in our industry – we would be developing some strong leaders for now and into the future.  But clearly we're not. Which to me, begs the question of why. Why aren't we identifying and developing leaders who can successfully guide us through the challenges of modern life and business?

Part of the answer might be that we don't understand the difference between management and leadership.  Several years ago, I learned how to differentiate the two from a very unexpected source.

Admiral Grace Hopper (1906-1992) was the first woman to achieve the rank of Admiral in the history of the United States Navy.  She is often credited as one of the key leaders in the design and implementation of information technology in the modern Navy.  For her many accomplishments in the face of overwhelming prejudice, as well as reluctance to accept the changes brought about by new technology, she is truly an American hero.

Shortly before her death she was featured on CBS' news television program "60 Minutes" where she discussed at some length the sexual harassment and even abusive situations she was forced to endure as an ambitious female officer in "this man's Navy."  She also acknowledged the hardened edge to her personality that she developed in reaction to the harsh environment in which she lived and worked.  At one point she described herself as a "tough old broad."

The discussion then turned to her accomplishments in leading an all-male staff in the development and implementation of technology that revolutionized naval operations around the globe.  Suddenly her demeanor changed and you could almost physically see the passion and enthusiasm she had for the great work her team had accomplished.  In fact, the interviewer was shocked by her response to the question:  "How difficult was it for you to manage an all-male staff in an organization as sexist as the U.S. Navy?"

Her response?  "It was easy."

The interviewer challenged her answer and reminded her of the previous examples she had shared of harassment and abuse.  She replied again, "It was easy."

When the interviewer challenged her again, in the typical style of "60 Minutes" journalism, she explained that it's easy if you understand the difference between "management" and "leadership."  "It's easy to manage when you understand that you manage things – you lead people."

When you think about it, this makes perfect sense.  You can manage a schedule, priorities, your calendar, your exercise regimen, diet and lots of other things.  The truth is none of us can really manage another human being.  We can guide, instruct help, support and discipline but unless that individual is willing to "buy in" to our approach or to the direction we're trying to go, we really can't make them.

We do, however, need leaders at all levels who subscribe to this definition of leadership:

Leadership is not using your skills, talents and knowledge to deceive or manipulate people to do what you want them to do.

Leadership is using your skills, talents, knowledge and commitment to help associates accomplish the company's mission while discovering and fulfilling their own potential.

I firmly believe that if more people practice this approach to leadership, we would develop more quality leaders and we'd see positive answers to the challenges we all face.