by Chuck Edwards

Created on: August 22, 2008

I was asked the other day to distinguish the difference between being a leader of people vice being a manager of the same.

I mused for a second, as I had not actually considered the difference between the two. Having been a manager for a number of years I considered myself capable in both capacities; however, I dissected the roles and assert the following premise: A leader knows the direction that the team should go and a manager knows how to utilize the best efforts of a team to get there.

It is important that the team knows the why and how of a direction and buy in to the process; otherwise chaos and distention ensues and the efforts, however well intended, will fail.

In a leadership role, an individual has to have the ability to distill a mass of information so that managers, and their team members, will get on board with the process.

A manager ensures that a process or goal is shared along the skill-set of each team member so that the process will not stall during execution.

A good manager has excellent problem solving skills with which to employ if individual team members stumble or encounter difficulty.

If the leader is an engine, then the team members are the moving parts and the manager is the lubricant that keeps the engine running.

Then I was asked to give a list of important factors associated with gaining the confidence (or trust if you will) of others. So to that end I offer the following:

1. I like to borrow from Steven Covey's book, "The Seven Habits of Highly Effective People" where habit #5 states, "Seek first to understand, then be understood". So I think the first factor is to develop good listening skills. Listening is essential to gain credibility or trust from individuals.

One can not assume to understand an individual's needs without first understanding the individual; to determine their culture or ethos. Only then can a proper road map can be charted to ensure the resultant destination meets the desired expectations.

2. Second only to listening is honesty. "Say what you do and do what you say" is my motto. Never be afraid to say "I don't know" and never invent an answer.

I believe that half of all knowledge is knowing where to find the information. No one expects someone to know everything; however, the strength of a coach is the depth of their resources.

3. After honesty I believe empathy plays a crucial part in building credibility with all people in general. People need to know that the person offering help or advice actually cares about the

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