Leaders v/s Managers

Leaders v/s Managers

The whole "leaders vs. managers" debate is fundamentally flawed. 

While people love to glorify leadership and diminish management, you actually need both skill sets to be effective. They're not separate roles - they're complementary capabilities that every good boss needs.

The Problem with the Debate:

  • We've created this false hierarchy where leadership is seen as aspirational and visionary, while management is viewed as mundane or even a joke
  • This is dangerous because leaders without management skills can drive organizations to disaster (he cites Adam Neumann from WeWork and Elizabeth Holmes from Theranos as examples)

The Real Definitions:

  • Managers handle the administrative side: setting objectives, removing obstacles, allocating resources, delegating tasks, and holding people accountable
  • Leaders provide the inspirational side: casting vision, rallying people around a shared mission, and explaining why the work matters

The Journey from Manager to Leader:

  • When you're a new manager, focus on the fundamentals first - don't worry about being inspirational
  • As your influence grows beyond your immediate team, that's when leadership skills become more important
  • Study your organization's strategy and understand how your team fits into the bigger picture
  • Even when you become a senior leader, never abandon those crucial management fundamentals

Essential Skills for New Managers (Your Foundation)


     1. Master the One-on-One Meeting

    • Schedule regular weekly or bi-weekly check-ins with each team member
    • Make these sacred - don't cancel unless absolutely necessary
    • Use the 10-10-10 format: 10 minutes for them to share, 10 for you to update them, 10 for development discussion
    • Listen more than you talk - this is where you learn what really drives your people
      2. Learn to Delegate Without Abandoning
    • Start with clear expectations: What needs to be done, by when, and what success looks like
    • Create checkpoints rather than constantly hovering
    • Match tasks to people's development goals, not just their current skills
    • Remember: delegation isn't dumping work - it's strategic development

     3. Become a Feedback Pro

    • Give feedback within 48 hours (both positive and corrective)
    • Use the SBI model: Situation-Behavior-Impact
    • Make praise specific and public, corrections private and constructive
    • Ask "What support do you need?" instead of just pointing out problems

     4. Run Meetings That Don't Waste Time

    • Always have an agenda with time allocations
    • Start with outcomes needed, not just topics to discuss
    • Assign action items with owners and deadlines
    • End 5 minutes early to let people transition

     5. Understand Your Team's Real Motivators

    • Some people want growth, others want stability
    • Some thrive on public recognition, others prefer private acknowledgment
    • Learn each person's career aspirations and personal constraints
    • Adjust your management style accordingly (but stay fair and consistent)

Building Leadership Skills While Managing

     1. Year 1: Focus on Your Team

    • Goal: Make your team successful first
    • Share the "why" behind every project and decision
    • Connect individual tasks to team goals
    • Celebrate wins publicly and analyze failures privately
    • Start building psychological safety where people can take risks

     2. Year 2: Expand Your Influence

    • Goal: Understand the bigger picture
    • Study your department's OKRs/KPIs and how your team contributes
    • Build relationships with peer managers (grab coffee, share challenges)
    • Volunteer for cross-functional projects
    • Start speaking up in larger meetings with data-backed insights

     3. Year 3+: Think Strategically

    • Goal: Contribute to organizational direction
    • Read your company's annual reports and investor materials
    • Understand your industry's trends and disruptions
    • Propose initiatives that align with company strategy
    • Mentor newer managers (teaching solidifies your own learning)

Practical Exercises to Develop Both Skillsets

Weekly Reflection Questions (10 minutes every Friday):

  1. What obstacles did I remove for my team this week?
  2. What vision or context did I provide?
  3. Where did I get too in-the-weeds vs. too hands-off?
  4. What would my team say was my most helpful action?

Monthly Leadership Muscle-Builders:

  • Month 1: Write a one-page vision for where your team could be in 12 months
  • Month 2: Map out how each team member's work connects to company goals
  • Month 3: Identify and fix one process that frustrates everyone
  • Month 4: Have career development conversations with each team member
  • Month 5: Present your team's wins to senior leadership
  • Month 6: Create a team tradition or ritual that builds culture

The Bottom Line: 

The most successful leaders understand both the vision AND the nitty-gritty of execution. Those who only focus on the "30,000-foot view" while ignoring what's happening on the ground are the ones who steer organizations toward catastrophe.


Credits: David Burkus, an organizational psychologist,

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