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The Boss is Dead!: "The best kind of blogging is the sort where you lie back and let someone else do the hard work. Once again I post the thoughts of Martin Geddes who had this little epiphany after reading my thoughts on the 40 hour week. At the top of each company, we often recognize that leadership and management are two different things and assign a CEO and COO to these functions. (Sometimes 'chairman' and 'CEO' have the same relative roles; but chairman can be quite hands-off too, literally just chairing board meetings.) The simple reality is that brilliance is in short supply, and brilliance in all disciplines embodied in a single person is in even shorter supply. Thus we assign roles to people that reflect their strengths. Yet this fails to cascade down the formal structure of the organization, although the informal reality never reflects the org chart. It's quite common for technical people to be promoted into management positions, and then struggle. This is because of the confusion between management and leadership. Often these folk will have a burning vision of where the org needs to go, but lack the means or will to affect it. I personally hate the man-management stuff, although mentoring people I do enjoy. By advocating change and understanding the underlying structure of what's going on I'm doing a leadership role. Why should we expect every aspect of m"