Who likes to be managed?

Words matter. They can clarify or confuse. They can inspire or demotivate. What we say at work and how we say it influences others’ behaviors and affects how we are perceived. Take a minute to think about the difference between the following two statements:

• I manage a team of 15 people.
• I lead a team of 15 people.

What’s the difference, you ask? It may seem like meaningless semantics, but your choice may reveal more than you think.

First, let’s take a step back and consider your perspective. Which is more important to your business: Leadership or management? Like most people, you’re probably wondering, aren’t they the same thing? Although similar and used interchangeably in today’s business environment, they are not synonymous.

The management versus leadership debate isn’t new. More than three decades ago, John P. Kotter, in his book, “A Force for Change: How Leadership Differs from Management,” presented a strong argument that these terms are not the same. He proposed that management is a set of processes, such as planning, budgeting, organizing, staffing, controlling and problem-solving, designed to produce consistency and order in organizations. Management, in essence, focuses on efficiency and doing things right.

Leadership, on the other hand, is a different skill set that produces different outcomes.

Kotter summarized leadership as a set of processes that establish direction, align people to the vision and strategies of the organization, and motivate and inspire people to overcome barriers to change. In contrast to management, leadership produces change and movement and focuses instead on effectiveness and doing the right things.

The shortest and most impactful summary I’ve found was in a quote attributed to Rear Admiral Grace Hopper, who said, “You manage things; you lead people.”

Let that sink in. Manage things. Lead people.

Building on this idea and the decades-long debate between the two concepts, Stephen M.R. Covey, in his 2022 book, “Trust & Inspire,” compared “Command & Control” with “Trust & Inspire” leadership styles. Like Hopper, Covey also noted that leaders lead people and manage things. He wrote about the modern-day issues that arise in companies when the mindset of managing things transfers into managing people.

Let’s consider a simple example of a thing: your computer keyboard. We have a Command or Control key depending on whether we use a Windows or Apple machine. And it seems completely normal. Press a button and it does exactly what it was designed to do.

We code, design, program, schedule, install, hardwire and structure things to do what needs to be done. Zeros and ones falling in line and doing exactly as instructed and designed to operate as we see fit. No emotions. No lunch breaks, medical appointments, kids’ soccer games to attend or sick days to deal with. It is purely a transactional relationship built on utility and practicality.

People, however, are generally opposed to being commanded and controlled at work. Consider the culture you would create if you repeatedly told your work team, “I command you to submit your reports by the end of the week,” or “I am in control of what you get to do or say around here.” Your best people would leave, and the rest would perform to the lowest acceptable standard to keep their jobs. This is not a recipe for success.

People have basic needs that must be met. We also have higher-level needs that, when met, allow us to flourish and become our best. At work, beyond feeling physically and psychologically safe while performing our jobs, we need to be treated with respect. We need to feel seen, heard, valued and appreciated for our contributions.

People are complicated, emotional and social beings capable of transforming “what is” into “what could be.” We need to be led, not managed, to realize our potential.

Pause for a moment and reflect on your work experience. Do you recall what it felt like when you were being managed like a thing instead of led like a person? How did that experience affect your work engagement and performance? More importantly, today, which approach are you using with others?

Try this simple prompt to help you choose the right words as you communicate about your work responsibilities:

• I manage (things: systems, processes, technologies, budgets ― for example, a $45 million budget and our organization’s IT function) and
• I lead (people ― for example, a team of 12 people or a division of 250 people).
• If you do not have people who report to you, then use:
  • I provide leadership to (the people I help and the type of support I provide them, for example, clarifying expectations, coaching team members, listening to concerns and suggestions, and aligning the team toward a common goal.)

Companies need great management of the things that allow businesses to run efficiently. They also need great leadership to provide clarity from confusion and create environments that motivate and inspire people to fulfill their potential. Together, these processes will help the organization prosper and run effectively.

So, back to the main question of who likes to be managed. Well, most people don’t. Instead, try leading them.

Ben Quintana is a professional speaker and leadership adviser. He also serves as an adjunct faculty member at Boise State University, teaching MBA courses in leadership, business communication and strategic human resources. He can be reached at [email protected].