Leader vs Boss — Why Start-Ups Should Set a New Precedent
Objectively, if we break down the definitions of what both a leader or a boss means, for the most part, they are the same, i.e. a person who commands or controls a group or an organisation. For the job seekers of today, however, such a distinction makes all the difference and can determine whether they accept that role or not.
By analysing the two terms and exploring the implications of how an ideal ‘leader’ acts compared to a not so desirable ‘boss’, emphasis can be made on what the young workforce of today are really looking for. Under the microscope, there are clear distinctions in how the two models, in running an organisation, ‘adopt different management styles, build different relationships, and make different decisions’ (Brightside — The 11 crucial differences between a boss and a leader).
So, what are these major differences in running a team and why do they matter?
Leaders Don’t Command — They Inspire
Traditionally, senior leaders expect that their employees will follow them because of ‘their title, their company ownership, or their place in the organisation’s hierarchy.’ This is typically the mentality of a boss, they command, and, without question, their employees will follow (Susan M. Healthfield — What Makes a Leader Inspirational?). The negative of this approach though, is that the young working generation of today are keen to avoid the prospect of just being a cog in a machine — they want something more.
Here is where leaders steal the limelight. Leaders seek to inspire their employees with a shared vision, where, together as a team, they can achieve incredible things. To take the analogy further, the focus for employees is not just on fulfilling the role of the cog, but instead seeing the machine as a whole, and how their individual input affects the overall output. By instilling a shared passion, a confidence that the employee can make an impact, and giving the right tools, employees ‘end up feeling more ownership and connection to the organization’s success’ (Jack Canfield — 4 Differences Between Bosses & Leaders (Which are You?)) benefiting themselves and the organisation as a whole.
To add to this point, with a shared vision in mind, so too, should be a shared effort. The conventional image of a boss is one which ‘orders his or her workers around’, while in contrast, a leader runs with their team, leading by example from the front. In every opportunity, be it in meetings, presentations or conversing with customers, a leader demonstrates their ‘commitment and passion’ in achieving that overarching shared vision (Sammi Caramela — Are You a True Leader, or Just a Boss?). By showing this to their team, it emphasises a willingness to get stuck-in, and that every effort counts. Such actions can inspire employees to understand that their individual efforts are, likewise, integral to the overall success of the organisation.
Foster a Teamwork Objective to Succeed
A leader has the ability to create a working culture where, as a team, the objective is to succeed. While a boss, creates a job where the objective is to get through the day doing as minimal as possible. A reason for this difference is instilling trust and allowing employees to be part of the bigger picture. With a lack of trust from the top, it is hard for employees to have trust in their own actions and it essentially stops any team player connecting with the company’s vision (SnapMunk — Delegation vs Micromanagment).
By using clear, ambitious yet achievable KPIs, or OKRs, employees are able to see their tangible impact on the productivity of the entire organisation. The opportunity for trust can then be earnt through achieving solid results through a well-structured timeline, which ideally showcases the impact of employee’s efforts in days and weeks rather than months. For less experienced talent, leaders tend to work more closely with them through guided stages, from the design-thinking process, execution, to then performance measuring. While such employee’s individual targets are broken down into feasible, guided milestones, leaders still ensure that such efforts are connected to that overall, ambitious teamwork objective.
Taking the Credit
A leader differs with a boss greatly in this regard. Typically, a boss tends to expect success and then goes on to take the credit for said success. While a leader, on the other hand, contrasts by ‘linking individual success to the success of those they lead’ (Kris Fannin — Intelivate). Connecting individual efforts to the overall success of the organisation empowers employees, promotes loyalty and reinforces once again that they have an impact.
Avoiding the Blame Culture
Employees are human, and mistakes are expected. There are, however, distinct differences with how these two models of running an organisation deal with them. A boss has a habit of blaming others when things do go wrong and, in such instances, making someone accountable, rather than solving the problem, is the priority. This results in a working environment where individuals are afraid to step out of their comfort zone, speak out, take risks or even accept responsibility, as they ‘fear criticism, retribution, or worse’ (Naomi Karten — What to Do about a Workplace Culture of Blame).
A leader’s approach to when mistakes happen, tends to be with a more open mindset. The focus is more on fixing the issue, moving on and looking over the mistake during the review stage. Leaders then seek to embrace the mistakes as part of the learning curve, mentoring the individual independently, guiding them through the ‘shortcomings and building their confidence’ (Sammi Caramela — Are You a True Leader, or Just a Boss?). With a more long-term perspective, a leader understands that it is essential to promote a positive working environment which seeks to be dynamic, innovative and creative. Leaders see mistakes are part of this process. Such an approach, again promotes loyalty, empowers employees, and allows them to feel that through both the good and the bad, their leader is behind them.
The Advantages for Start-ups
Understanding what young talent are seeking when looking for their ideal first job is essential for all organisations, but sometimes can be problematic to adhere to. Precedents of titles, statuses and seniority, or a working environment which harvests a blaming, or a micromanaging culture can be so ingrained within the foundations of an organisation, it is difficult to eradicate. For start-ups, however, unlike their larger, established counterparts, bringing in a more progresive style in the running of an organisation from day one can have lasting effects and, down the line, becomes very advantageous when seeking new talent.
For young graduates, to have a chance to work for an organisation which provides inspiration, recognition, delegation, and support is far more enticing than simply a generous compensation package. Such talent can clearly see the difference — while a boss can give them the chance to work, a leader can give them the chance to excel, take risks, be innovative and develop.
Post a FREE job now and get your best talent hires with JobHop technology. Contact JobHop via hire@jobhop.vn for more information.
