MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Session Nine: Service; Leading

This is also a short elective for the Supervisory Certificate Program
Program Overview
Please note that this program is pending approval for 2.5 recertification credit hours toward PHR®, SPHR® and GPHAR® recertification through the HR Certification Institute. Please be sure to note the Program ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute homepage at

Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs.
Lesson 9: Service, Managers and Leaders
Service: Managers can have the idea that they occupy the workplace to be served. This is an inappropriate and unproductive idea for them to have. Managers are facilitators. Their function is to serve as facilitators: they are to solve problems, address employee concerns, implement improvements, remove barriers, eliminate confusion, facilitate clear communication up and down in the organization, clarify expectations—the list could go on and on. Nowhere on the list is the idea that they, in and of themselves, are important. The work is important; the people are important; the purposes of the organization are important. Rather than being a dimension of management, service in this lesson is characterized as an orientation of management—a mindset needed to achieve the highest levels of productivity, profitability and satisfaction.
Leading: To understand the difference between managing and leading, Stephen Covey in his Seven Habits of Highly Effective People asks us to envision a group of people hacking their way through a jungle. The managers are the people providing food and drink, sharpening machetes, applying bandaids, and encouraging others in the tasks at hands. The leader is the one high in a tree who shouts down, "Wrong jungle!" This is a common distinction: leaders establish the vision, managers handle the details of how the vision becomes reality. The truth is that qualities of management and leadership often intermingle. Managers do need to lead as part of managing, and this lesson explores how this happens. It rarely happens, for example, as a result of managers trying to isolate leadership qualities (that have been demonstrated by others) and graft them onto their own personalities. Nor can we say that any means at all justify a particular end. Authorities in this field have identified what they call Transactional and Transformational leadership, and the lesson gives a brief summary of the kinds of leadership common to each.
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