What is a "Lanager" and should you become one?

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Welcome to the Leader’s Lens: The Perspective Shift issue!

This issue offers a fresh perspective and actionable tips to enhance your leadership this week.

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Through the Lens: Why Middle Managers Must Master Both Vision AND Execution

Are you looking for a way for your direct reports to “hate you?”

I was listening to an episode of Big Think featuring Suzy Welch from NYU recently, and she said:

"If you're a manager who only dreams big dreams without execution, everyone will hate you. If you only focus on tactical grunt work without vision, everyone will hate you too."

😳

To respond to that, she coined this term "Lanager," which is a blend of leader and manager, because in the real world, we can't just pick one lane. We have to do both, often in the same conversation.

And as someone leading from the middle, this hit different.

Here are three lessons I found from this talk that could be impactful for our leadership.

The Drummer Needs to Know the Song

Welsh also said, "You have to tell the drummer what the words of the song are about. You can't just give the drummer the music and tell [them] to hit it."

As a former drummer in a church band, this quote made sense! I valued knowing the direction of the song because it helped me know when to play loud, when to fill, or when to stop, so the intent of the song gets felt through the congregation.

I also reflected on coaching youth soccer just this past week. I had a moment where I was drilling the kids on fundamentals of passing, but I could see their energy dropping. They were going through the motions.

So I stopped practice and said, "You know why we're working on this? Because when you are on the field during the game and you see an open teammate, you can give them a solid pass to the middle that will set them up to score. Doing it in practice allows the muscle memory to kick in during the game. Think about how this technique can help you later. I want you to be ready for the moment that matters."

For most of the kids, the concept clicked. We went back to the same drills, but now they understood the why behind the work.

That's what we do as middle managers every single day. We're not just passing down directives, we're translating the vision into action while helping our teams see how their daily work connects to something bigger.

The Exhausting Art of Translation

Welch talks about middle managers as "simultaneous translators," like those folks at the UN going back and forth between delegations.

Do you often feel that way in your work?

You're in a leadership meeting hearing about quarterly objectives and budget constraints, then you connect in your team huddle and need to translate that into: "Here's why this project matters and how we're going to make it happen."

But here's what I've learned: You can't just be a messenger. You also have to be an advocate.

I remember early in my leadership journey, I'd get direction from above and just pass it along with a shrug: "This is what they want us to do."

My team could sense my detachment, and it killed their engagement.

Now? I take a stand. I explain the reasoning, share my perspective, and advocate for my team when needed. Sometimes that means pushing back upward. Sometimes it means helping my team see a different angle.

It's more work, but it builds trust.

The Hard Truth About Hard Decisions

One thing Welch said that made me uncomfortable: "You have to develop [decision-making courage] otherwise you will get a reputation for a person who cannot be a leader."

I felt that. Because I've been the leader who avoided the tough call, hoping the problem would resolve itself. Only to realize that it never does.

The hardest conversation I had to have was with a team member who wasn't meeting expectations. I kept putting it off, making excuses, hoping things would improve. Meanwhile, the rest of the team was watching, wondering if standards mattered.

When I finally had the conversation (with facts, with empathy, but with clarity), I felt a shift in the culture. Not just with that individual, but with the whole team. They saw that I was willing to make the hard calls when needed.

Here's what I learned: People don't expect you to be perfect. They expect you to be decisive and own the outcomes.

Your Leadership Lens This Week

As you navigate your middle management reality, ask yourself:

• Am I just passing messages, or am I truly translating between levels?
• Do my team members understand the 'why' behind their work?
• Where am I avoiding hard decisions that need to be made?

This Week's Challenge

Pick one task you're asking your team to do. Don't just explain the WHAT and HOW…explain the WHY. Help them see how their work connects to the bigger picture.

Watch how their energy shifts when they understand the song, not just the notes.

Leading from the middle is exhausting. You're constantly translating, advocating, and making calls that put your name on the line.

But here's what I know to be true: When you master both the vision and the execution when you become a true "Lanager." You create the kind of workplace culture where every identity belongs and thrives.

Your team doesn't just follow directions. They understand the mission. They see how they fit. They trust you to lead them well.

And that's worth the exhaustion.

Now is the moment,

Ray

P.S. What's your biggest challenge in balancing vision and execution? Hit reply and let me know! I read every response and often feature your insights in future newsletters.

If this resonated with you, forward it to another middle manager who needs to hear it. We're all figuring this out together.

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