Programs or People?

Is leadership getting things done or influencing people? Should a leader be more concerned about tasks and results or people and relationships? Is the bottom line defined by profit or discipleship?

The way that you answer these questions will say a great deal about your leadership style and your priorities within the organization. Most leaders will pint to a balance between the two poles; a two-fold emphasis each needing attention – each holding great importance to any company. And although there is great truth in recognizing this needed dualism, most leaders favor one emphasis over the other.

Those natural managers slide to the side of the tasks. Organizing, scheduling, tracking, and checking off the “to do” list float the boat of some leaders. Others have a hard time staying in the office and spending time with their laptops – rather they have to meet people and share their excitement with others. The needs of the stakeholders, the customers, the employees, and the vendors motivate, and often dominate, the thinking of the people-oriented leader.

Although personality has a lot to do with one's perspective on this two dimensional spectrum between people and tasks, it goes beyond personality to one's choice of priorities. Extroverts love being around people and are energized by personal relationships. Introverts will gravitate to the list of important duties to get done before the sun goes down. But it is often the introvert that possesses the skill of listening and the sensitivity to the needs of those around him. Introverts may have great ideas and dreams, but fail to engage others with the idea and thus lack the ability to put arms and legs on tier vision.

Extroverts love to talk, but often love to hear themselves talk more than striving to hear the voice of others. Extroverts might blast through the needs of others in order to accomplish their agenda. They are great salesmen but are sometimes more concerned about the product than the customer.

I think the wise leader takes serious inventory of their passion for one side or the other of this spectrum. Once the leader honestly and accurately sees his/her strength on this issue, he/she must surround him/herself with trusted colleagues on the other side of the dichotomy. The task-oriented leader must surround him/herself with a team of people-oriented lieutenants. And those people-centered CEOs must have individuals around them that are performance driven and task-focused.

Unfortunately, task oriented people are most often attracted to other tasks oriented people. The enjoyment of being with kindred spirits tends to mar organizations with cookie-cutter leaders. But balance within the senior leadership team can provide balance throughout the organization.

Take a look around your company – Is there a good equilibrium between meeting the needs of people and accomplishing the tasks for productivity? How about you? Which side do you favor? How do you major on your strengths and empower others to balance your approach?