Leadership – Leading and Real Work

In the Sunday newspaper of November 11, 2023 – I admit it was a while ago, but somehow it didn't leave me in peace – an article appeared about the difficulties in middle management, with various statements from those affected. Whereby the problems already begin with the word "affected". That puts a management job in the same category as prostate problems, constipation, and dyslexia. 

I have to admit that "affected" was not actually mentioned in the article, that was just me... I digress. Anyway. Let's move on: I read the following sentence: "If you like your job, you have to think carefully about whether you want to be a manager."

The person in question then goes on to say that he hardly has any time left for the legal work that he puts his heart and soul into. Which in turn suggests that he is not happy in his job – his new job, to be precise. Because that’s what it is.

Considering whether or not to take on a management position is indeed a big question, because it is a real job change and not an appendix to the previous job. After all, leadership is not handed out in the same conversation in which it is decided who washes the coffee cups and who refills the printer paper, even if it sometimes seems that way.

Anyone who feels that they no longer have time for their job because of their management role has fundamentally misunderstood both the job and its function.

The transition to a management position is nothing less than a change of primary professional identity, I would argue radically. When I am promoted, my job is no longer programmer, lawyer or journalist; my job is manager, with a background as a programmer, lawyer or journalist, among others.

The middle way is not enough either, although it sounds extremely sympathetic: "I now have a management role, but I'm still a journalist at heart." The problem here is the word "am". "Heart" and "journalist" are fine. Do you want to go to a doctor who is still a plumber at heart?

Leadership has a different systemic function and takes on a different perspective than functions in the direct delivery of services to customers. This must be taken into account in organizational development. Anyone who is "still a journalist at heart" will, when the going gets tough, neglect the necessary complementary perspective and perhaps not make the decisions necessary for the whole, and thus the company will lose a systemic function that cannot be replaced when things get tight and decisions become difficult.

Of course, it is extremely desirable for managers to have a big heart for their employees and their work - please do! But the necessary distance at the same time is indispensable. Merging or seeing yourself as a "displaced person" is systemically unhealthy. "I am an enthusiastic manager and have a big heart for journalism" could work better.

You'll notice that I'm trying not to fall off the tightrope on either side here...the balance is an unstable one, not a stable one (remember back in physics class?). So once again, no patent remedies.

But one thing should definitely be emphasized: Leadership is a real job in its own right. Anyone who has a management function has enough to do. And: leadership creates enormous value if it is done well. So put in as much time as you can. 

It's worth it.