homemoney to purchasehow That an atmosphere should be receptive to a new technique, that a fundamental business operation should be dynamic, and that profit controls should be worked intelligently call for a 'climate' in a business that only leadership can achieve. Management or Leadership-or Both ? 45 It is, however, important not to confuse management techniques with the art of leadership. The two are complementary but they are not the same thing. Techniques which are being developed daily as business pressures rise are being studied by more and more people who are becoming specialists in them. The leadership element, however, is constant: it is an art that is timeless. There are no such people as leadership specialists, and anyone laying claim to such knowledge should be highly suspect. Granted that management is a science and leadership an art there is still the unsolved question of how these two functions should be fused to ensure the best of all worlds. If management is arid without leadership and leadership purposeless without management, can the discussion be taken a stage further by considering the difference and, indeed, deciding if there is a difference between the descriptions 'a wellmanaged business' and 'a wellled business' ? A wellmanaged business does not necessarily contain within it the seeds of progress. The organization may be perfect, the methods impeccable, the conditions ideal; but without that extra something, so hard to define yet so potent, today's success might quickly turn into tomorrow's failure. This is surely because sound management, being scientific, lacks the 'plus' quality which only leadership can produce. A good analogy can be taken from the Army it is the contrast between the 'Q' branch and the Command. The 'Q' branch ensures the smooth efficient flow of the operation, but without inspired command the battle would never be won. There is a recurring example which deserves detailed comment at this point. This is the matter of recognition, either by status or pay, of services rendered. Too often good men and women are lost to an organization because of a manager's realization, too late, of their qualities too late in the sense that another post has offered itself and the damage has been done. Management can, and often does, work out admirable salary and wages scales which are based on unexceptionable calculations and which take into consideration every sort of work factor. But, often, these scales involve a rigidity which takes no note of the exceptional circumstance or man; which, in fact, lacks the human touch. Case histories of pool business management are full of examples of able men and women attracted away to other companies simply because the initiative in keeping such people under the eye of the direction, in making them feel that they are getting encouragement, is not kept by the management itself. interior Planning