Trivia Challenge

What does Subway officially call the person making your sandwich?

A) Sandwich Artist
B) Culinary Technician
C) Deli Engineer
D) Bread Consultant

(Scroll down for the answer)

Management Is The Job. Leadership is the Skill.

Here's something that's been bugging me.

Every few weeks somebody starts a thread on corporate jargon. Circle back. Low-hanging fruit. Synergy. Everyone's got their least favorite.

I want to add one to the list. Not because it's annoying. Because I think it's actually inaccurate and costing people something.

Conflating leadership and management. Do you or your organization use them interchangeably?

Specifically, why do we keep slapping that word on management jobs?

Leadership Team. Senior Leader. Business Unit Leader. Product Leader.

Look at what these people actually do all day. Most of them are managing.

As a coach, I notice these things and how important language is, and I don't think it's harmless shorthand. Words shape expectations. Blur management and leadership together, and you blur what people believe their job actually is.

Two different things, wearing the same name tag

Management is the role. Leadership is one of the skills that helps you do it well.

Management is the job you got hired or promoted into. Planning. Budgeting. Scheduling. Staffing. Performance conversations.

Leadership shows up in how you do that job. How you build trust. How you create clarity. How you coach someone through a rough patch. How you get people to actually want to follow you, not just report to you.

Both matter. They're just not the same thing.

Many people refer to leadership skills "soft skills,” There's nothing soft about them, that's a rant for another day. But somewhere along the way we now say that "leadership is a soft skill" and "leadership is a job title," and I think that quiet shift is doing real damage. Let alone, can both be true at the same time?

Doesn’t that denigrate the position to being soft?

The gap it creates

When someone gets promoted into a "leadership" role, what do they think they're supposed to become? Inspiring. Visionary. Confident.

Meanwhile, the actual job is priorities, deadlines, one-on-ones, budgets, hiring calls, and providing feedback. That's management. Leadership helps you do it well. It was never supposed to be the whole job description or title.

This is a big piece of the identity gap I see in new managers constantly. A company promotes someone, then sends them off to a leadership development program. Those programs teach real, useful things: communication, influence, emotional intelligence. Good.

But almost nobody teaches the management part, scheduling, budgeting, strategic and planning.

Those aren't leadership challenges. They're management responsibilities, and most new managers get left to figure them out alone, on the clock, in front of the peers they used to sit with.

Same job, different label

Data Product Leader. Talent Strategy Leader. Change Management Leader.

Ask what these people are actually doing day to day. Managing teams, projects, budgets, priorities, performance. That's it.

Manager. Director. Head of Department. Those titles describe the role. Leadership describes how well you perform it.

The job title shift is a relatively new concept. It all started in the 1980s and progressed to today.

In the 1980s, Lean Manufacturing took on the title of Team Leader. In the 1990s-2000s, tech companies shortened it to just Lead, and more recently, in the 2010s-present, corporations adopted the term for titles. Maybe it’s time to revert back.

A different question

Maybe we've been asking the wrong one. Not "how do we create better leaders," but "how do we help managers build stronger leadership skills."

Small shift. I don't think it's a small deal.

Separate the role from the skill, and you stop expecting new managers to magically transform into "leaders" the day the title changes. You start treating both management and leadership as things people build through practice, feedback, and coaching, not things they're supposed to already have on day one.

That feels like a healthier way to think about how we grow people. Does that make sense?

What do you think? Is this an important distinction, or am I just tilting at another piece of corporate language? I'd love to hear where you land.

Your Turn

• Reflect: What part of your role have you been thinking of as a leadership challenge when it’s really a management responsibility?
• Assess: If you rated your management skills and your leadership skills separately, where would each fall on a scale of 1–10?
• Engage: What’s one management skill, or one leadership skill, you’ll intentionally strengthen this week?

If you would like an accountability partner, reply to me, and I will read all the responses.

This Week's Resource

This week's resource: From Overwhelmed to Trusted Leader.

This toolkit will walk you through 8 key skills with descriptions and self-assessments. Find a quiet 20 minutes, and start with the self-assessments. That's where most managers have their first aha moment.

​Click here to access the toolkit​