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2024-10-30 
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Leadership and management can be fulfilling, energizing, inspiring, and gratifying, but it’s rarely easy. And that’s because while many people think leadership and management are about getting results, and they are, it’s always about other people.
It’s getting other people to buy into a vision they may or may not believe in. It’s getting other people aligned on goals and direction and then motivating them to achieve those goals and move forward together. It’s managing policy and procedure, performance reviews, budgets, reporting, and a whole host of other tasks that take up time and energy and are in support of other people’s work. It’s identifying individuals' unique strengths and interests, encouraging and coaching them on their career paths, and doing everything possible to help them succeed. And, it’s doing all these things while also managing one’s own work, career path, and personal well-being. It’s a tall order.
These responsibilities have always existed for those in management and leadership roles, but since COVID, something has shifted. A recent study by Gallup has found that only 48 percent of managers strongly agree that they currently have the skills needed to be exceptional at their job. If true, it’s little wonder managers are more likely than nonmanagers to be burned out, disengaged, and looking for a new job (Wigert & Barrett, 2023). And that doesn’t just impact the managers.
As work expectations have changed, organizations navigate remote and hybrid work, budgets have tightened, and employees are asked to increasingly do more with less, it’s those in management roles, and especially middle-management roles, who carry most of the burden. Add in uncertainties due to a volatile political climate and world events, and it’s a recipe for both individual and organizational disaster.
But it doesn’t have to be that way. Organizations and the individuals leading them shouldn’t put their heads in the sand and pretend these external and internal factors don’t exist. Instead, great leaders acknowledge what’s within their control and double down on supporting and leading their people with clarity, consistency, and kindness. Because, in good times and bad, the work of leadership is always about the people.
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