The late Maurice Flanagan was a British aviation executive for over 60 years. Among his many accomplishments, quite notable was his appointment as the founding CEO of Emirates in 1985—an airline he navigated to immediate success. Here’s what he once said about those in positions of leadership: “Some are born leaders, some achieve leadership, and some have leadership thrust upon them. Which of these are you, or would you rather not bother?”
During my long corporate career, it hasn’t been unusual to observe bright, gifted workers aspiring to some type of managerial position. And, occasionally, they’ll approach me to inquire how to do so. I always ask them about their motivations, and the responses are usually forthright. The most common ones are the increase in salary, creative authority, and additional prestige. At some point during the conversation, I say:
That’s fine, but are you prepared to be a leader?
You see, many capable workers talk openly about becoming managers but almost always overlook the mantle of leadership that is intrinsic to the role. In this column, I’ve used the terms manager and leader interchangeably, and that’s been on purpose. A bit of clarification is in order;
a good manager is not necessarily a good leader
. That’s because a good manager can consistently get tasks finished on time and on budget, but that doesn’t translate to a workforce that is enthusiastic—a workforce that’s engaged.
The way I think about it is this: you manage processes, and you lead people. And when you effectively lead people, processes are carried out with purpose, focus, and efficiency. A good manager can have superior trade knowledge and excel at organization. Twenty-first century standards, however, also call for good leadership to motivate and enable a team to strive for greatness and not just checkmarks. A true manager (leader) will get buy-in necessary for real success and it’ll be for the long haul.
“Which of these are you, or would you rather not bother?”
How and when you become a leader is of secondary importance compared to the response when the position becomes yours. Not everyone is cut out for it. I know many task-oriented workers who are tech and financial wizards that turned down managerial positions because it doesn’t suit their personality—and that’s okay! But if you’re waiting at the door and opportunity knocks, remember that a manager is, ultimately, a leader, too.
