Linen Supply: Dyan Troxel, HandCraft Linen Services, Richmond, Va.
The terms leader and manager are often used interchangeably as a label for a supervisor of staff, yet there is a distinct difference in the terms, and it does not necessarily have to do with job titles.
Take this scenario: Elena had a talent to always see the vision. She was bold and spoke about “what could be.” She didn’t just set goals; she inspired people to chase them with fire in their eyes. Marc was methodical, organized and precise. He made sure products shipped on time, teams met deadlines, and no one burned out.
Elena and Marc worked on a project together. Elena started their first meeting by reminding the team that they were building something that would save lives. The room buzzed with excitement. People scribbled ideas, threw out bold designs, and rallied behind the vision. Elena’s energy was infectious.
But when the dust settled, the questions began. Who would do what? What were the deadlines? That’s when Marc stepped in. He calmly outlined roles, assessed risks, and set up timelines.
If Elena was the wind, Marc was the anchor. They had different strengths and a shared purpose. Together, they worked to take the vision and make it a reality.
Who is the boss in this example? Well, that’s a trick question. It could be Elena, Marc, or neither. The term manager is generally associated with tasks, and a leader is linked to vision. That doesn’t mean that a leader can’t put in the work, or a manager can’t inspire employees.
Just like Elena and Marc, you need leaders and managers to succeed. Sometimes, one person serves as both. Yet, that person may excel at one more than the other. Remember to align yourself with people who complement your strengths.
Here are steps you can take to become a leader — no matter what your title is:
- Be proactive.
- Guide change.
- Show encouragement.
- Demonstrate innovation.
- Inspire others.
One of my favorite quotes on leadership is from John C. Maxwell: “A leader is one who knows the way, goes the way and shows the way.”
Equipment Manufacturing: Brennan Pollnow, Girbau Industrial, Oshkosh, Wis.
In the industrial laundry industry — where timelines are tight, margins matter, and automation is transforming the way we do business — the difference between managing and leading has never been more critical.
Being a manager is about execution: managing projects, hitting sales targets and ensuring operational efficiency. It’s vital work. But leadership steps beyond task mastery — it’s about vision, influence and inspiring others to embrace the future.
As we introduce advanced automation into our market, we’re not just moving equipment, we’re shifting mindsets.
For me, embracing leadership means:
- Championing innovation, not just selling it. I don’t just present automation as a product — I help customers envision how it will transform their operations long-term. Internally, I support my team in understanding not just what we sell, but why it matters.
- Empowering instead of directing. I’ve learned to coach rather than dictate — creating space for my team to find solutions, share ideas and take ownership of their outcomes.
- Thinking beyond the quarter. Leadership requires stepping back from the immediate sales cycle to think about where we’re going as a company, how we differentiate in the market, and how we future-proof both our team and our customers.
Moving from manager to leader isn’t a title change — it’s a mindset shift. In an industry where change is constant, it’s also a responsibility. We’re not just building businesses — we’re guiding the people within them through change and toward progress.
Consulting Services: Matthew Alexander, Pertl & Alexander LLC, Manlius, N.Y.
Being more of a leader than just a manager means going beyond organizing tasks and supervising day-to-day operations; it’s about inspiring and motivating associates to pursue a clear, long-term vision.
While managers typically control resources, plan in detail, establish procedures, manage risk, and focus on efficiency, leaders concentrate on creating and communicating meaningful objectives that foster teamwork and loyalty.
An effective leader understands the mechanics of management, but they invest more energy in articulating purpose and direction. Whereas a good manager is often driven by key performance indicators (KPIs), process optimization, risk control, and compliance, a great leader crafts a compelling vision that energizes people to achieve more than what metrics alone can measure.
To grow from being a manager into a true leader, start by communicating a strategic plan that not only defines long-term objectives but also explains why those objectives matter. Help your team see how their daily contributions connect to the broader mission, transforming routine tasks into meaningful efforts.
Dedicate time to strategic thinking, such as analyzing strengths, weaknesses, opportunities, and threats (SWOT analysis). Prioritize people over processes: get to know what motivates your team members, their aspirations, and how you can support their growth.
Rather than simply instructing what to do, focus on why it matters. Encourage feedback, and don’t shy away from vulnerability — admitting mistakes and seeking input builds trust and shows you value your team’s insights. By modeling openness, you inspire associates to step out of their comfort zones and innovate.
Move beyond monitoring short-term KPIs to keep your attention on the big picture. Celebrate milestones, share stories of successful leadership and learn from admired leaders to refine your own style.
Ultimately, leadership isn’t about control — it’s about creating an environment where people feel inspired to do their best work, grow together and help realize a shared vision. That transformation from manager to leader is what elevates both the team and the organization as a whole.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
