Leader as an Occupation

Last year marked 30 years since I first stepped into a leadership position—and how clueless I was back then! I made every mistake you can imagine, and I think I might have even invented some new ones for a first-time leader to fall into. After 30 years, I’d like to think I’ve improved. I’m far from perfect, but I’m better. In this field, I believe you can never truly be "ready."

So, what is leadership as an occupation? At its core, it’s about connecting and engaging with people. It involves communicating patiently, showing genuine interest in problems, asking thoughtful questions, and ensuring that everyone—including yourself—gains a deeper understanding of the challenges at hand.

It’s not about rushing into a situation, making a quick analysis, and coming up with a solution—then falling in love with your own ideas. This approach leaves the organization overly dependent on you, which is the opposite of empowering people to solve problems on their own.

True leadership is about challenging people positively, engaging them around the problem, and building on their ideas to create excellent solutions together. It’s about fostering collaboration, encouraging diverse perspectives, and enabling the team to thrive independently, not just following a single leader's direction. This not only strengthens the organization but also inspires growth and innovation at every level.

If you bring five talented people around a table and give them a challenge, and you ensure that the environment is safe for debate, argument, and disagreement, you’re creating the foundation for something powerful. Above all, you must make sure this team works collaboratively, positively challenging each other to build the best possible solution. When you compare the outcome of such teamwork to a solution developed by a single individual—or worse, the idea of a single leader imposed without collaboration—the difference is undeniable.

Leadership is not about being your team’s best buddy. Sometimes, you need to make decisions that may upset people. Naturally, you can mitigate this through effective communication and thorough discussions, but ultimately, there comes a point when the discussion must end, and the decision must be made.

Is leadership about facts? Yes and no. Managing is about facts, but leadership is about heart. The trick lies in approaching facts through emotions.

A long time ago, I worked at a company where the CEO announced that one-third of the employees were going to be laid off. He tried to address people’s worries and fears by reassuring them that, even though many would lose their jobs, the company would continue operating. While he was presenting the facts through emotions, I might have approached those emotions from a different angle.

Leadership and Ego. If you feel the need to bring your ego into your leadership role—leading through fear or behaving aggressively to ensure people know who the leader is—congratulations, you’re about 40–50 years too late an approach is outdated. In fact, it’s probably best for everyone involved if you consider retiring.

Is leadership about manipulating people? Yes, it is, but there’s no trick to it—no magic, no grand illusions. It’s about leaders changing their behavior to influence the behavior of those around them.

Is leadership about seeing the future? Yes, it is—but not in the sense of fortune-telling. Leadership is about careful consideration of how a leader's actions affect the future. Are you simply fixing problems in the here and now, or are you creating a future where similar problems resolve themselves?

Is leadership about avoiding mistakes? On the contrary, when you embrace your mistakes, you create an environment where people accept mistakes, learn, and evolve. In the end, you, as a leader, are just human.

What is the best tool to become a better leader? A mirror and feedback are the best tools. Observe your own behavior, seek feedback, and be curious about your strengths and weaknesses. Understand when people misunderstand you, adjust your behavior, grow, and embrace the discomfort of not knowing.

From time to time, it’s good to sit down and analyze yourself—where you are and what you want to do next. Simply ask yourself: "What do I want to do when I grow up?"

I wonder what I do next? Maybe become a spaceship captain! Explore the galaxy, give dramatic speeches about unity, and yell 'Engage!' at unsuspecting buttons. Plus, I’d finally get to wear one of those cool uniforms. The universe could use a little more me in it!