Are you a leader or a manager? What are the differences? What makes for successful leaders and managers? Yael Hellman, a professor at Woodbury University in Burbank, facilitated the discussion. Participating were Gregg Ramirez, manager of the city of Agoura Hills, Vickie Bourdas, community relations director of Skateland in Northridge, Raul Castillo, executive director of the Los Angeles Valley College Foundation in Valley Glen, and Jennifer Fong, who handles marketing and public relations at the college. Also present was Brendan Huffman, president and CEO of the Valley Industry & Commerce Association. The discussion, held over two 45-minute sessions, drew upon the panel’s ideas about managing and leading companies and organizations. Asked the differences between a manager and leader, Ramirez said that you could be a great leader and not a great manager. “Hiring is critical for this type of manager,” he said, “and letting them do their job. The best managers coach their coaches.” Ramirez, 40, said there is a major difference between leading and micromanaging. “I’m a hands off kind of manager,” he said. “You have to be approachable,” Ramirez continued. “I seek input. I have an open-door policy.” Bourdas said that at Skateland her managerial approach may differ from that of Ramirez because most of her employees are between 16 and 21. But Ramirez said that they are dealing with the same issues. “I have 50- and 60-year-olds who act like kids,” he said. Regarding the manager-leader dialectic, Hellman said, “In leadership, you are looking at the overall picture. In management, you are implementing a vision.” A discussion ensued about the interaction between managers and leaders. “You have to get the buy-in from everyone,” said Bourdas, explaining that managers and leaders need to be on the same page. “If not, you get hiccups in the system.” “Managers and leaders have to communicate,” Hellman said. But Hellman also pointed out that managers shouldn’t be wish-washy. “A bit of conflict is good,” she said. “At some organizations it’s helpful to have a devil’s advocate,” Huffman put in. As to gauging problems in company management and leadership, high turnover is a signal. “Turnover is a great barometer to lack of leadership,” Ramirez said.
