#95: Being a Manager is one of the Most Meaningful Jobs
Changing the Narrative: From 'Bad Boss' to Inspirational Leader
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Hey Friends,
Welcome to the 94th edition of my newsletter.
On the personal side, I had a chill(ish) week; no trips or conferences, but I did have some work to do on a new apartment we will move into next month (I hope). So last weekend, together with my father-in-law and my good friend Pete, we had to take out the flooring and move some furniture around. We still have a lot to do, but we started seeing the light at the end of the tunnel.
Having a little kid means we can no longer go out as much as we used to.
It takes days to finish one episode of a series (I guess we will finish Shogun by the end of the month).
And, of course, you need to plan most things in advance.
But it’s all worth it :)
And hopefully, we can go for a few days in the mountains next week and change the environment a bit after almost half a year of not leaving the city. We’ll see.
Today, I want to talk to you about managers and why they’re not so bad after all.
Changing the Narrative: From 'Bad Boss' to Inspirational Leader
In today’s world, management often gets bad rap. Many people see it as a bureaucratic burden rather than a meaningful career path.
The word "boss" is often associated with micromanagement, lack of empathy, and impersonal decision-making. Many employees feel disconnected from their managers, viewing them as obstacles rather than enablers of success.
It’s an “us vs. them” situation most of the time, with employees thinking that managers are not on their side but on the company’s.
And it makes sense because some people are like that.
I remember my first job; in 2006, I was working in a room with tens of people, doing “manual OCR” (optical character recognition). We had some old scanned documents, and we had to input them into a database. The “managers” were called supervisors, and they would mark down the number of minutes we were late in the morning if we spent more than the allotted time during our breaks and stuff like that.
It was a nightmare.
After being late (less than 5 minutes) a couple of times in one week, the CEO of the company called me in his office and gave me a 10-minute lecture about how he is trying to run a business, and it’s hard to do that with people like me, and I would get fired if I didn’t obey the rules.
I was thrilled to get out of that job a month later when I got back to school.
This negative perception and these types of interactions create a reluctance to pursue management roles, even among highly skilled professionals.
But earlier this week, I was reading Clayton Christensen’s book, “How Will You Measure Your Life," about why being a manager is one of the most impactful roles a person can have—because it provides the opportunity to shape, develop, and inspire others.
Management as a Source of Meaning
Too often, people assume that meaning in work only comes from individual contribution—whether it’s writing code, designing products, or conducting research. While these contributions are valuable, management is unique in that its success is measured by the growth and success of others. As Christensen explains, real fulfillment comes from helping people reach their potential.
You Influence Careers and Lives
A great manager doesn’t just oversee work; they shape people’s futures.
They provide mentorship, guidance, and opportunities for their team.
Example: A software engineer might write brilliant code, but a great engineering manager helps a team learn, grow, and solve complex problems together.
You Create an Environment for Growth
The best workplaces aren’t the ones with the biggest budgets or flashiest perks; they’re the ones where employees feel valued, challenged, and supported.
Managers play a key role in fostering psychological safety, growth, and purpose.
Your Impact Compounds Over Time
An individual contributor’s work might have a direct impact on a project, but a manager’s impact multiplies through the people they lead.
When you invest in people, their success ripples outward, influencing careers, teams, and even organizations.
Example: A manager who helps a struggling employee find their strengths may change the trajectory of that person’s entire career.
This philosophy mirrors antifragile leadership—by embracing the uncertainties of leadership and focusing on growth, managers not only thrive but create stronger teams that can handle adversity with confidence.
Changing the Perception of Management
Despite the profound impact management can have, many people hesitate to take on leadership roles. Some see it as too much stress, too much responsibility, or a move away from the "real work." Others have had bad experiences with poor managers and assume that the role is inherently flawed. However, this perception can and should be changed.
Management Is a Skill, Not a Burden
Just like technical skills, leadership skills can be learned and honed.
Great managers don’t micromanage; they empower and elevate their teams.
Leadership Isn’t About Power—It’s About Service
The best leaders aren’t driven by authority but by the desire to help others succeed.
When done right, management is one of the most fulfilling careers available.
Reframing the Role of a Manager
Instead of seeing management as an obligation, we should view it as a privilege.
Being responsible for the growth and well-being of others is one of the most meaningful ways to spend a career.
Building a Legacy: The Next Generation of Leaders
I can only think about the impact some managers had on my career.
If it weren’t for some brilliant people who pushed me above my limits and helped me find my passion, I would have never been a manager.
I was one of the people from above, thinking that management is only for people who want to make others work while protecting the company’s interests.
Well, that can be true too, but not always.
What separates a truly great manager from an average one is the legacy they leave behind. Every great leader was once shaped by another leader, and the best managers understand that their role is not just about delivering results today but about creating the leaders of tomorrow.
Are you inspiring others to grow beyond what they thought possible?
What kind of workplace culture are you fostering?
Will your impact last beyond your tenure?
These are the questions that define a manager’s true success. A great manager doesn’t just direct work—they build a foundation for the next generation of leaders to thrive.
Final Thoughts: Measuring Your Own Impact
Christensen’s book challenges us to rethink how we measure success—not just in our own careers but in the lives we touch. As a manager, your legacy isn’t the work you personally complete but the people you develop along the way.
He was a deeply religious man, and at the end of the book he reflects on the dialogue he will have with God once he’s gone. And this is what he says:
Somehow, after all of this, I came to understand that while many of us might default to measuring our lives by summary statistics, such as number of people presided over, number of awards, or dollars accumulated in a bank, and so on, the only metrics that will truly matter to my life are the individuals whom I have been able to help, one by one, to become better people. When I have my interview with God, our conversation will focus on the individuals whose self-esteem I was able to strengthen, whose faith I was able to reinforce, and whose discomfort I was able to assuage—a doer of good, regardless of what assignment I had. These are the metrics that matter in measuring my life.
So, if you’re in a leadership role or considering stepping into one, remember: You have the power to shape lives, inspire growth, and make a lasting impact. That is a responsibility worth embracing.
PS: If you need help in becoming this type of leader, just a reminder that I am offering coaching and mentoring sessions to help you become a better, antifragile leader. Just reply to this email or contact me at leo@leoalexandru.com (if you’re reading this in the app).
Recommendations:
Of course, the book I was talking about above, “How will you measure your life” is a must read. Clayton Christiensen was one of the most influential business thinkers in the last 50 years, and while he was famous because of books like “The Innovator’s Dilemma,” I love how he uses a strategic framework to guide you towards a better life altogether.
Here’s a Ted Talk summarizing the framework:
This short article from Andrew Ng explaining why he thinks AI will project the term “10x engineer” into other professions too.
This interesting take on “fixed-length sprints”. I’m not convinced yet, but I’ll look into it more.
Well, I hope you liked this edition.
Stay Antifragile,
Leo
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