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Entrepreneurial, Managerial, and Political Leadership

Very often we tend to confuse these three roles by imagining, for example, that a good entrepreneur is necessarily also a good manager, or that a manager is always also a leader, or that a person who has a place of power within the organization, “a boss”, either a manager or a leader.

Of course, each of these characters can also be leaders.

THE ENTREPRENEUR

The entrepreneur’s mission is to create value and to create value he too must have a great visionary ability.

The peculiar characteristic of the entrepreneur, however, is that of having a high propensity to risk: to create value, in fact, it is necessary to innovate and pursue paths that no one has yet taken, and to do this one must know how to take risks.

Interesting is the time perspective of the entrepreneur who is beyond his own existence. The entrepreneur thinks of his business “forever” and his choices are linked to the company’s concept of infinite life.

The entrepreneur becomes a leader when he becomes a reference for his collaborators, and to do so he must base his leadership on absolute values ​​such as trust, fairness, and transparency that he must promote and on which he must be honest and consistent.

Leadership is founded on the ethics of results and attention to its employees. From the point of view of communication, the leading entrepreneur will embody the leader by always proposing new challenges to his collaborators with the safety and awareness that they will be won.

THE MANAGER

The manager’s goal is to manage the business activities that are delegated to him, minimizing the risk and achieving the results he has shared with the owners.

The exercise of leadership will see him above all as a coach with the task of growing his collaborators so that they can achieve better and better results while maintaining the “helicopter view” or a systemic vision that allows him to organize and reorganize his team to achieve the best results. Often aware of not having been able to choose collaborators.

The communication of the leader manager will be based on the “we” with great attention to building a “one to one” relationship with each of their collaborators to make them grow and build quality relationships that will allow them to achieve the objectives set.

He will also be very attentive to the working climate aware of the fact that people change jobs more due to a lack of a favorable environment rather than because the work activity is not liked, and also aware that if people are well they work more and better.

THE POLITICAL

In general, the mission of the political is to increase the well-being of citizens and, for those who are elected, try to fulfill the promises made during the election campaign.

To achieve his goal a politician must even be a visionary, that is to be able to visualize how the country will be in the future and make this vision tangible in order to gather consensus to be able to govern and to put his collaborators in a position to optimize their efforts towards the direction of the realization of the vision. Beyond this ability, which among the characteristics of leadership is probably the most difficult to learn, must have excellent analytical skills in order to build and share development plans to improve well-being. He must also have excellent negotiation and mediation skills to be able to make the most of different points of view and increase his consent.

He/she can be called upon to make decisions that will have effects in the medium and long term and consequently must have the ability to minimize the risk that the policies it promotes fail.

From the point of view of communication, the politician must possess the ability to convey his own vision (“I have a dream”: an example for all), to communicate incisively without doubts, and with a projection to the future.

Summarizing and simplifying

The politician is a leader if there is even vision and long-term perspective for greater widespread well-being;

The entrepreneur is a leader if there is a vision behind the risk in order to create value;

The manager is a leader if there is even the coaching capacity in successfully managing their own team.

Three different styles to arrive at the same definition of leadership.

In any area, obviously, the integrity and consistency of the values ​​promoted make the difference between a leader and a great leader, combined with the ability to communicate effectively and incisively, which allows exercising leadership by gaining more and more support.

But, ultimately, whatever the context and the situation, a great leader is always a great person!

Aldo Delli Paoli
Aldo Delli Paoli
Aldo is a lawyer and teacher of law & Economic Sciences, "lent" to the finance world. He has worked, in fact, 35 years long for a multinational company of financial service in the auto sector, where he held various roles, until that of CEO. In the corporate field, he has acquired skills and held positions as Credit Manager, Human Resource Manager, Team leader for projects of Acquisition & Merger, branch opening, company restructuring, outplacement, legal compliance, analysis and innovation of organizational processes, business partnerships, relations with Trade Unions and Financial Control Institutions. After leaving the company, he continued as an external member of the Board of Directors e, at the same time, he has gone back practicing law and was a management consultant for various companies. He has been also a columnist for newspapers specializing in labor law, automotive services and work organization. His interests include human behavior in the organizational environment, to the neuroscience, the impact of new technologies, the fate of the planet and people facing poverty or war scenarios. He loves traveling, reading, is passionate about many sports, follows the NBA and practices tennis.

2 COMMENTS

  1. Great subject of discussion, Aldo, particularly the distinction in attitude towards risk taking.

    Living in Silicon Valley, I meet many of the entrepreneurial kind and many of them are terrible at leading their organizations once they get into “production mode”. If they are aware this is not their forte, great, they can get a professional CEO to run the business. If they are not aware, they may not only hold on to a role they are not suited for or thriving in; they may hire people in their own image and they all reinforce each other.

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