If you had asked me a few years ago whether I saw myself as more of a leader or a manager, I probably would have said both and meant it. But this course really pushed me to think about how the two roles show up differently in my work. And if I’m being honest, I get most excited thinking about the management side. There’s something deeply satisfying about breaking down a big vision into tangible pieces. I love mapping out the plan, designing a process, and figuring out how to actually get things done.
At the same time, I don’t just jump into action without direction. I care deeply about why something matters and where we’re trying to go. I’m often the one pushing us to think about the bigger picture and long-term impact. When I share ideas, they’re not random or surface-level. They’re rooted in purpose, experience, and often paired with a clear path to execution. And more often than not, I’m also the person who has the skills and capacity to bring those ideas to life quickly. I’ll execute the hard parts and try to delegate the rest.
But lately, in my nonprofit leadership role, I’ve run into a frustrating wall. I’ll offer a well-thought-out idea, complete with the rationale and a roadmap, and the response is, “Let’s weigh this with an expert.” And I sit there thinking, I am the expert. Process improvement is what I do for a living. I evaluate and design systems every day. It feels like a slap in the face when that isn’t recognized, especially when I know my suggestions are rooted in strategy and best practices.
I wonder if it’s an age thing. I’m the youngest on the board. But I also wonder if I need to try a different approach. I’ve been operating in manager mode, organized, action-oriented, and ready to execute. But maybe what’s missing is a different kind of leadership. One that creates space for buy-in and ownership from others, even if it takes a little longer.
In my day job as an internal auditor, I wear both hats all day long. I have to lead conversations to build trust and manage complex audits across unfamiliar territory. I know how to ask the right questions, develop a solid plan, and bring structure to ambiguity. But even there, I sometimes struggle to get full support when presenting my audit approach. So I’m realizing that it’s not just about delivering the right plan. It’s about making others believe in me and the value I bring to the table.
This reflection helped me realize that while management energizes me, leadership is the bridge that helps my ideas take root. And the more I grow in both, the more confident I’ll become in owning my voice, even when others don’t fully see it yet.
This post is part of my 🎀 Power in Pink: My MBA Leadership Journal series.
👉 Click here to view all posts in the series
