When you are promoted into a role where you are managing people, you don’t automatically become a leader.

There are important distinctions between managing and leading people. Here are nine of the most important differences that set leaders apart:

1. Leaders Create a Vision, Managers Create Goals

Leaders paint a picture of what they see as possible and inspire and engage their people in turning that vision into reality.

• They think beyond what individuals do.
• They activate people to be part of something bigger.
• They know that high-functioning teams can accomplish a lot more working together than individuals working autonomously.

Managers focus on setting, measuring and achieving goals. They control situations to reach or exceed their objectives.

2. Leaders Are Change Agents, Managers Maintain the Status Quo

Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even if things are working, there could be a better way forward.

And they understand and accept the fact that changes to the system often create waves.

Managers stick with what works, refining systems, structures, and processes to make them better.

3. Leaders Are Unique, Managers Copy

Leaders are willing to be themselves.

• They are self-aware and work actively to build their unique and differentiated personal brand. They also understand their personal brand, often with the help of personal brand assessments and other tools.
• They are comfortable in their own shoes and willing to stand out.
• They’re authentic and transparent.

Managers mimic the competencies and behaviors they learn from others and adopt their leadership style rather than defining it.

4. Leaders Take Risks, Managers Control Risk

Leaders are willing to try new things even if they may fail miserably. They know that failure is often a step on the path to success.

Managers work to minimize risk. They seek to avoid or control problems rather than embracing them.

5. Leaders Are in It for the Long Haul, Managers Think Short-Term

Leaders have intentionality.

• They do what they say they are going to do and stay motivated toward a big, often very distant goal.
• They remain motivated without receiving regular rewards.

Managers work on shorter-term goals, seeking more regular acknowledgment or accolades.

6. Leaders Grow Personally, Managers Rely on Existing, Proven Skills

Leaders know if they aren’t learning something new every day, they aren’t standing still, they’re falling behind.

• They remain curious and seek to remain relevant in an ever-changing world of work.
• They seek out people and information that will expand their thinking.

Managers often double down on what made them successful, perfecting existing skills and adopting proven behaviors.

7. Leaders Build Relationships, Managers Build Systems and Processes

Leaders focus on people – all the stakeholders they need to influence in order to realize their vision.

• They know who their stakeholders are and spend most of their time with them.
• They build loyalty and trust by consistently delivering on their promise.

Managers focus on the structures necessary to set and achieve goals.

• They focus on the analytical and ensure systems are in place to attain desired outcomes.
• They work with individuals and their goals and objectives.

8. Leaders Coach, Managers Direct

Leaders know that people who work for them have the answers or are able to find them.

• They see their people as competent and are optimistic about their potential.
• They resist the temptation to tell their people what to do and how to do it.

Managers assign tasks and provide guidance on how to accomplish them.

9. Leaders Create Fans, Managers Have Employees

Leaders have people who go beyond following them; their followers become their raving fans and fervent promoters – helping them build their brand and achieve their goals.

Their fans help them increase their visibility and credibility.

Managers have staff who follow directions and seek to please the boss.

Are you a manager or a leader?

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This article was originally published on Forbes.