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The Difference Between Leadership and Management

Watch the full lecture, 'A Scientific Approach to Achieving Better Results' https://www.ausmed.com.au/cpd/lecture... TRANSCRIPT: So we’ve covered the principles that underpin the course. It needs to be science-based, would you agree? Here, I’ve got this thing about ACARE. Now, what is this? It’s a little jingle I made up. So what does this stand for? Awareness, Conscious choice, Action, Result and Evaluation. Now, what is the tune I sang? Yeah, that’s it! Twinkle Twinkle. Which is interesting, in terms of tomorrow, the emotional brain, and how you remember that. Now, why is this important? When you think about this, once we are aware it expands the possibilities of choice, would you agree? When we’re aware of these neuroscience principles it expands your choice to take action. There is always a result, even if you don’t do anything, would you agree? And then we can use that concept of evaluation. What worked? Appraise yourself, and what you can do to improve. We’re gonna incorporate this little jingle through the two days Let’s go over the first concept, the difference between leadership and management. Are there differences? Yes, there are. And if you hear of the metaphor of a person rowing a boat. If you only row with one oar, what happens? [You go in circles?] Correct. So even if you are in charge of one shift if you’re only rowing with one, your team will go around in circles. After morning tea we’re going to build on these principles of SCARF. S - status, someone needs to be in charge. If your team does not have someone in charge, what happens to the boat? That’s right, there’s a sense of nervousness and someone will step up. And this is why bullies thrive. Because the person in authority has not executed, they are kind of absent, so they’ll come in. So this is that SCARF model that we’ll go deeper into, but someone needs to be in charge. I’ve distilled it down to this - and you may have some different thoughts - but this is what I’ve extracted, which will lead into this next exercise, is that leadership is defining WHAT will happen: what’s the vision? What’s the goal? What do we want to achieve? What’s the culture? (You don’t have to write it down its all in your sheets here). What’s the legislation that we have to comply with? It’s the ‘what’. And management, think ‘M’. Management is the HOW. It’s the implementation. So it depends on the position but that’s the essence. For example, Kathleen, when I say ‘what’ is to happen in a shift...ok so what do I want to achieve in that day? Management makes it happen. Ah, is it something, you know, is it a particular procedure that I have to get equipment for? Might be specialist staff. So, the principles apply, it’s like when you think ah, well you demonstrated that by coming to this course. Leadership = ‘what’ is to happen, I am coming to this course. Would you agree? Management = makes it happen, which means you all demonstrate management because you’re here. You organised your life, you took the correct transport, you arrived