The classic business school definition of a manager is very goal and task focused.  Managers get things done through others.  The three top skills are plan, organize and control.

Leadership is a skill that can be leveraged by managers, supervisors or anyone else for that matter.  Typically managers and supervisors are given granted power but skilled leadership gets things done through collaboration, buy-in and leveraging the power of everyone ( albeit must be earned).

What do you do?

In a manager role, whether through a direct reporting heirarchy or an assignment specific basic (often called matrix because granted power is lower and earned power critical), I have been asked “What do you do?”

The short answer is I complete no task work.  Tongue in cheek, I do nothing.  If I am skilled at my main goal, getting work done through others, others complete the activities and tasks efficiently and effectively .  They know what to do when.

If the goals and objectives are achieved because the work is completed I am successful although I probably did nothing beyond facilitate, motivate guide and lead.

In a manager role (e.g., a project manager) I am accountable to plan, organize and control.

A good manager recognizes when those doing the work push back and complain,  the manager just needs the self confidence to smile knowingly and hold their tongue.

Complaints  about the lack of work the manager does including accusing them of just being just a scheduler or administrator questioning why they are even needed is typically initiated without the maturity or experience to understand the real value.

Through experience I have seen the results when there is no or poorly executed management.  The results are costly and painful.  Managers don’t do anything but without their skilled planning, organizing and control disaster reigns (losses, low quality, bad morale, high turnover, just to name a few symptoms.