When we went back to our data, the skills that our analysis identified as making a great manager are much more other-focused:

• Being open to feedback and personal change.
• Supporting others’ development. They know how to give actionable feedback.
  Being open to innovation. The person who focuses on productivity often has found a workable process, and they strive to make that process work as efficiently as possible. Leaders, on the other hand, recognize that innovation often isn’t linear or particularly efficient. An inspiring leader is open to creativity and understands that it can take time.
  Communicating well. One of the most critical skills for managers is their ability to present their ideas to others in an interesting and engaging manner. A certain amount of communication is required for the highly productive individual contributor, but communication is not the central core of their effectiveness.
  Having good interpersonal skills. This is a requirement for effective managers. Emotional intelligence has become seen as perhaps the essential leadership skill. Although highly productive individuals are not loners, hermits, or curmudgeons, being highly productive often does not require a person to have excellent interpersonal skills.
  Supporting organizational changes. While highly productive individuals can be relatively self-centered, leaders and managers must place the organization above themselves.