Snezana is the CFO at OIP, where she combines analytics with strategy to create the best possible outcomes.
I recently stumbled upon a thought-provoking statement—again (I’m pretty sure many readers will recognize it, given how popular it is lately): “Being the boss is a job. Being a leader is earned every day.” It got me thinking about a topic close to my heart. Is this perspective really serving us well?
I don’t believe it is. Instead, I’d argue it might be doing more harm than good. It seems to suggest that leaders are all about the grand vision, while managers handle the nitty-gritty, daily tasks.
But is that the most effective way to think about it? When Peter Drucker, the father of modern management, introduced the term manager, the entire hype was about whether you are a good manager. I feel that a good manager and a good leader are the same person. It’s just the terminology that’s new.
The “leader vs. boss” mindset tends to create a divide that undervalues the pivotal role played by front-line managers. Their job is often seen as less important, but in truth, it’s indispensable to the organization’s growth and success.
As leaders, we are indeed entrusted with the responsibility of charting the course of our organization and inspiring others with a compelling vision. It’s the part of our role that keeps us awake at night. But we cannot be present all the time and in all places. Our true extensions are the managers, and all of them are indeed expected to listen, motivate and inspire, not just discipline.
The day-to-day execution of the company vision, the meticulous planning, the on-the-ground support—all of this falls into the capable hands of our front-line managers.
Managers are the glue that holds everything together. They translate our vision into actionable steps, nurture the talents of their teams and ensure that the gears of our organization keep turning smoothly. And there is no reason why managers cannot be visionaries as well, or partake in the big picture. In fact, I would say that in healthy organizations, they are empowered to do so.
And here’s the punchline: Investing in our managers is not just a good idea; it’s a necessity. The cost of increasing their benefits, investing in their training, mentoring them and ultimately, increasing their pay is significantly lower than the cost of having a high turnover, as their jobs are crucial to retention.
So let’s not reduce management to just a job; it’s a craft, an art of making things work in harmony.
And being a great leader is not about earning a position at the top; it’s about empowering and enabling those around us to do their best and be their best selves.
Together, we can reshape the narrative and push forward the idea that leadership and management are two sides of the same coin, working in harmony to propel our organizations forward. If you think about it—how motivating is it for everyone in manager positions to constantly be reminded of the “leadership” skills they supposedly don’t have? As if every person in the leadership position has them.
Investing in our managers, both in terms of compensation and leadership development, is not just a prudent choice; it’s a strategic imperative. It’s a way to combat the increasing difficulties of finding and retaining good hires in today’s competitive job market. The cost of nurturing our managers is significantly lower than the cost of constantly replacing employees, and it ultimately leads to a more stable and thriving organization. So let’s recognize the value of our managers and work together to bridge the gap between “leadership” and “management.”
The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation.
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