The trouble is, you’ll probably be asked to do both.

You have to manage the day-to-day, the BAU, the roster, the payroll, the recruitment. All the requirements of managing a team or a service. AND you’re expected to lead. Lead change, lead projects, develop people, and influence across the organisation.

A lot of the time, it can feel like it’s too much, overwhelming and you don’t know which way to turn first.

Early in my career, I was all about management. I wanted people to do the things, do them quickly and well, and if they weren’t doing them right, I was going to put them on the right track.

A shift occurred and I started to understand the power of leadership. To empower and develop people so that they can make a difference. This was about creating great environments. Yet also about being in charge, and being the one who was looked to. Management became a dirty word as I explored and leaned into leading others.

Further on I realise it’s so much blurrier than my understanding back then. We need both. Good management is essential for having the things we need, the process and the systems. For things to work, like getting paid and recruitment to be fair and inclusive. Leadership is looking forward, bringing people along, and letting them lead and find their own way.

A quick Google of management and leadership will give you plenty of reading!

What does this mean for you?

It’s all well and good to have a gazillion ideas or articles to consider the differences but how does that help you day to day, when juggling both aspects?

Well, it starts with you.

• Leading yourself means knowing who you are what you stand for, your purpose, your values and strengths. Why are doing what you’re doing, what’s the vision and what are your goals?
  

• Managing yourself is about the habits routines and rituals you put into place. How do you hold yourself to account? What support structure you have in place? How do you plan your day?

So is it both?

There is a connection between the two and at times an overlap. When you start digging around in the articles and books the terms at times are used interchangeably.  In your busy day-to-day work and overwhelm you could be feeling, overthinking the definitions and the differences isn’t going to create you the headspace you need.

Your mission is to hold both aspects, to recognise the times and places for leaning more into one aspect or skill set over the other. It’s also a chance to recognise where you thrive more naturally. That can help you define and ask for the help and support you need.

I was never good at writing a roster - a core management skill - so I got help and a member of my team did it.  I could though manage conversations about leave and shift swaps. When a new rostering system was introduced, leading the change as well as the management of the implementation of the project tapped into both skill sets.

Leading or managing?

• Always start with yourself. What do you stand for, who are you as a leader and what habits do you have in place that support that?

• Healthcare needs great leaders and great managers - sometimes those roles overlap.

• Start to notice what aspects of your role require more of one or the other. Which one do you feel more comfortable in? Which ones are you avoiding?

• Where do you need help, support or development? Which are you most interested in?

• Whichever area you are leaning into - how you do what you do will be what is remembered.