FOR CORRECTION1. The Manager administers, the leader innovates.2. The Manager maintains, the leader develops.3. The Manager focuses on the system and structure, the leader focuses on the people.4. The Manager does things right, the Leader does the right thing.5. The Manager has a short-range of view, the Leader has a long range of perspective.

In most human endeavors, leadership and management skills are not mutually exclusive. The two co-exist with each other. The absence of one will render the other inutile.

As an Intel Officer, I find it necessary to innovate and develops. This is so, because we are living not in a static but pragmatic environment. There are techniques/strategies before which might be obsolete today. Thus, it is incumbent upon me to improve the things that are being done, theways in which they are being done, and the treatment and morale of thosedoing them. I will also put much emphasis on my personnel, they must not only acceptchange, butthey must also love it. To wit, theymust also pursueevolution and improvement. In this kind of job, national security is at stake. Thus, the phrase it is what it is is by no means an accepted tenor. As an Intel officer therefore, I am left with no other alternative but to push the envelope, to make all things greater and that is by way of innovation. The key to successful innovation, however, is the willingness to share and engaged everyone (manager and personnel) to participate.Almost all, if not all Intel officers are called upon to do the right thing under extraordinary circumstances. We will be challenged to do the right thing in numerous difficult situations. As an Intel officer, my guiding principle in doing the right thing is to see to it that my decision is always within the bounds of the law and that it must always be for the benefit of the public in general. I have to draw a demarcation line to separate legal from illegal acts. I will create a well-founded vision (long range of perspective) that is achievable in the future and formulates ways to approach it. These visions, however, must be clear and attainable. It must be so because visions that are highly impossible and improbable would be a waste of time, to the prejudice of the government. As an Intel officer, I will develop potential outcome and motivates my personnel to do their best to attain essential benefits for our organization. I will be the one who will inspire them to do their best and encourage them to appropriately set pace for work to be done. In so doing, I will gain the trust of my personnel.Finally, to borrow the language of John Mariotti Leaders are the architects while managers are the builders.