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“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.” — John C. Maxwell
In today’s workplace, managing tasks isn’t enough. The modern workforce wants more. They want leaders who inspire and motivate, not just supervise. They want to voice their concerns without fear. They want to be led with confidence. Yet many high-performing employees are promoted into management without the tools to lead. Promoted based solely on past achievements, they often rely on the authority of “being the boss.” They know how to give instructions but not how to influence. That’s where leadership begins!
This blog will explore how the principles of John Maxwell, Zig Ziglar, and Dale Carnegie still matter today. We’ll look at what separates managers from true leaders and how to build those skills in your team.
The workplace has changed. Teams are now more diverse and driven by values. Employees want purpose and connection. They don’t respond well to top-down commands. But they will follow people they trust.
Managers focus on processes. Leaders focus on people. Managers organize. Leaders inspire. This is not just a mindset – it’s a skillset!
Dale Carnegie once said, “The only way to get the best of an argument is to avoid it.” That doesn’t mean avoiding tough conversations. It means approaching them with empathy. Managers tell people what to do. Leaders help them believe in why it matters.
When managers focus solely on tasks and productivity, they often miss the human element that drives long-term performance. Employees who feel overlooked or undervalued may do the bare minimum, even if expectations are clear. Leaders, on the other hand, build engagement by making people feel seen, heard, and empowered. The best leaders don’t just manage work—they elevate people.
Managers who rely only on authority or title may see some success. But those results usually don’t last. In my work leading management training, I’ve had many participants ask the same types of questions.
Questions like:
These sound like fair questions – maybe you’ve asked one yourself. You might even be wondering what I said in response.
The problem isn’t that these are bad questions. The problem is that they focus on the manager. They’re based on control, not leadership.
Let’s look at the word “manager.” According to Dictionary.com, a manager is someone responsible for controlling or administering part of a business. That word—controlling—is key. A manager tries to control people. A leader tries to grow them.
A better question might be, “How do I help my team see the value they bring to the company?” That question shifts the focus. It’s not about getting others to do what you want. It’s about helping others take ownership.
That’s what builds trust. And trust builds engagement.
Some managers say they can’t get buy-in because they don’t control pay or bonuses. But that’s based on a common misunderstanding. Many people think engagement depends on compensation. It doesn’t.
In truth, people don’t leave companies. They leave poor leaders. And they stay for the great ones.
The difference between a leader and a manager shows up in small, daily actions. Here are six key qualities drawn from Maxwell, Ziglar, and Carnegie:
Becoming a leader doesn’t happen overnight. But it can be learned and taught. Here are some practical ways to build leadership skills in today’s workforce.
Don’t just promote people for performance. Promote those who show potential to lead. Give them the resources and support they need. Start by making leadership development a regular part of your culture. Recognize and reward behaviors that reflect vision, empathy, and growth.
Embed leadership into daily routines. Encourage managers to lead during meetings and projects. Growth happens through consistent action, not just formal training. Most importantly, lead by example. Senior leaders should model what they want others to become.
Managers keep the wheels turning. Leaders drive the whole organization forward.
People don’t follow titles. They follow people they believe in. That belief is built over time through influence, empathy, and vision. Time invested in development is time saved in dealing with low morale or a lack of motivation.
As Zig Ziglar said, “Outstanding people have one thing in common: an absolute sense of mission.” Give your managers a mission worth leading.
Ready to turn managers into high-impact leaders?
Learn how we can help you build a leadership development strategy tailored to today’s workforce.
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