When I first stepped into management, I thought I had to have all the answers. I believed being a manager meant making decisions, setting goals, and ensuring deadlines were met. But over time, I realized that managing isn’t just about tasks—it’s about people. And people don’t just need a manager; they need a leader.

Leader vs. Manager: What’s the Difference?

I’ve worked with incredible managers who were skilled at organizing projects, delegating responsibilities, and ensuring that operations ran smoothly. But the ones who truly inspired me? They were more than managers; they were leaders.

A manager focuses on:

• Execution and processes
• Efficiency and productivity
• Monitoring progress and performance
• Meeting short-term goals
• Structuring work and delegating tasks

A leader focuses on:

• Vision and inspiration
• Developing people and teams
• Encouraging innovation
• Building long-term strategies
• Creating a culture of trust and empowerment

The best managers understand that leadership is an integral part of their role. They know that people don’t follow a title; they follow someone who inspires, guides, and supports them.

How to Become a Great Manager (and a Leader, Too)

If I could go back in time and give myself advice on becoming a great manager, here’s what I’d say:

• Build Relationships, Not Just Processes

  Early in my career, I was too focused on hitting targets and forgot that behind every KPI was a person. I remember one project where I was so caught up in deadlines that I overlooked the stress my team was under. It wasn’t until a team member confided in me about their burnout that I realized I needed to check in beyond just work progress. That moment changed how I approached management—I started making time for personal check-ins, and it made a huge difference. People want to feel valued, not just utilized.

• Listen More Than You Speak

  One of the biggest mistakes I made was assuming that, as a manager, I had to have all the answers. The truth? The best solutions often come from those closest to the work. I once spent hours trying to solve a process inefficiency, only for a junior developer to suggest a simple automation that saved us weeks of manual effort. That experience taught me that being an active listener—really understanding concerns, ideas, and aspirations—helps build a team where people feel heard and respected.

• Give Trust Before It’s Earned

  I used to think trust had to be proven before being given. But I realized that when I trusted my team first—giving them ownership of projects and the freedom to make decisions—they felt more empowered and motivated. I remember delegating a critical client presentation to a team member instead of handling it myself. Not only did they rise to the occasion, but they exceeded expectations. Trust is a two-way street, and as a manager, you have to take the first step.

• Make Tough Decisions with Compassion

  There have been times when I had to have difficult conversations—whether it was about performance, restructuring, or handling conflicts. I once had to deliver tough feedback to someone who wasn’t meeting expectations. Instead of just pointing out what was wrong, I approached it with empathy, asking about their struggles and offering support. That conversation led to a complete turnaround in their performance. I learned that being direct doesn’t mean being unkind. People respect honesty when it’s delivered with empathy.

• Be a Mentor, Not Just a Boss

  Great managers don’t just oversee work; they invest in their people’s growth. I started asking my team about their career goals, helping them develop skills, and advocating for their advancement. One of my proudest moments was seeing a former team member land a leadership role themselves, knowing I had played a small part in their growth. Seeing someone grow and succeed beyond my team has been one of the most rewarding parts of my journey.

• Lead by Example

  If you want a culture of accountability, innovation, or hard work, you have to embody those qualities yourself. I’ve found that people are far more likely to follow what you do than what you say. There was a time when a project was struggling, and instead of assigning blame, I rolled up my sleeves and worked alongside my team to find a solution. That moment reinforced that leadership isn’t about directing from above—it’s about working alongside your team to achieve success.

Final Thoughts

Management is a skill, but leadership is a mindset. You can have all the systems, processes, and reports in place, but if you don’t inspire, support, and trust your team, you’ll never be a truly great manager.

Looking back on my management journey, I don’t remember the spreadsheets, the deadlines, or the budgets as much as I remember the people—the ones who challenged me, the ones who taught me, and the ones I had the privilege to lead.

If you’re in a management role today, ask yourself: Are you just managing, or are you leading? The answer will define the kind of impact you leave behind.