Almost every organization relies on vendors to make certain services and support possible, but managing those vendors (e.g. contract compliance, invoices, burn-rate, service and performance objectives) is no small feat. With all of the potential complexities and time involved, it’s easy to understand why vendor management can become ineffective and frustrating.
Knowing your leadership style is key to setting your own parameters and helping those around you know what to expect from you – but before you can successfully define what that style is, you need to understand the difference between leading and managing (and understand a bit about yourself).
There are literally hundreds of distinctions between management and leadership, but the most prevalent (in my opinion) is each’s root function: managers manage projects, but leaders lead people.
As leaders, we dedicate ourselves to planning, organizing, and strategizing. Where is our organization heading? How can we better develop our team members into stronger partners and contributors? What are the results of recent actions – and how can we improve them?
The hours and efforts are countless, and as we consider all of these external factors that drive toward organizational success, it’s all too easy to overlook a contributing factor that is likely closer to home: your own legacy.