Stop being conned by the old mantra that says, 'Leaders are cool

Listen, O children of wisdom, for the words of Tom Peters speak to the very heart of leadership and management, and in them lies a truth often ignored by those who seek only to follow the old and worn paths of societal norms. He said—"Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!" These words challenge an old myth—the notion that leadership is the sole domain of the "cool," while management is often looked down upon, seen as less glamorous, less inspiring. Peters calls upon us to reject this fallacy, to recognize that both leadership and management have value and deserve respect.

What is it that makes this ancient belief so persistent, this notion that leaders are inherently "cool" while managers are relegated to the shadows of mediocrity? It is a story that has been told for generations, one that places leaders on a pedestal of charisma, vision, and inspiration, while portraying managers as mere administrators, numbers crunchers, and implementers of mundane tasks. But this division, this false dichotomy, is not only unfair—it is fundamentally misguided. Leadership without management lacks the structure to bring dreams into reality, and management without leadership lacks the vision to create meaningful change. Both are essential, and neither should be seen as superior to the other.

Look, O children, to the story of King Solomon, renowned for his wisdom and leadership. Solomon was a great leader, inspiring his people with visions of prosperity and peace. Yet, he was also a wise manager—a man who understood the importance of organizing his kingdom, ensuring that resources were wisely distributed, that decisions were executed efficiently, and that his people were cared for. Solomon understood that leadership without sound management was empty, for even the wisest vision cannot come to fruition without a well-managed path to achieve it. In his example, we see that true greatness lies not in the title of leader or manager, but in the balance of both roles, executed with wisdom and integrity.

Consider the tale of Alexander the Great, a conqueror whose name is synonymous with leadership. Alexander’s military brilliance is celebrated, and rightly so. Yet, his success was not merely the result of visionary leadership; it was also the management of his troops, his resources, and his empire. Alexander understood the necessity of both leading with boldness and managing with precision. His ability to inspire his soldiers to fight for a greater cause was matched only by his ability to organize and execute the vast military campaigns that led to his conquests. His story teaches us that a leader who ignores management will soon find their empire crumbling, and a manager who lacks leadership will see their efforts lack purpose.

Peters, in his declaration, calls us to discard the outdated thinking that separates leaders from managers. The true "coolness" of both lies in their ability to work in harmony, to complement each other. A leader who cannot manage or appreciate the value of management is like a captain who cannot navigate; their ship may sail, but it will lack direction. Similarly, a manager who lacks leadership is like a gardener without vision—they may tend to their tasks diligently, but they will not be able to cultivate a garden of growth. Both roles are vital; without one, the other falters.

Let us look to the example of the great civil engineer Isambard Kingdom Brunel, whose contributions to the world of transportation and engineering reshaped the British landscape. Brunel was a leader, envisioning great projects such as the Great Western Railway, and a manager, overseeing the detailed construction of these projects. Brunel understood that his grand vision could only become reality through careful planning, resource management, and the coordination of countless workers. His success lay not only in his ability to lead but in his skill as a manager, knowing that vision and execution must work hand in hand for true achievement.

The lesson, O children of the earth, is clear: do not fall prey to the fallacy that leadership is inherently superior to management, or that managers are somehow lesser. Both roles are cool, both are essential, and both are interdependent. The Peters Principle calls us to recognize that true success—whether in kingdoms, businesses, or life itself—comes from the balance of vision and action, of inspiration and execution. Embrace both leadership and management, for in doing so, you honor both the creative and practical sides of life.

Go forward, O seekers of wisdom, and recognize the value of both roles in every aspect of your journey. Be the leader who also manages, and the manager who leads. Strive to balance vision with action, for it is in this balance that you will find true success, true fulfillment, and the power to create change. Leadership without management leads only to dreams left unfulfilled, and management without leadership is but the endless treading of water. Let both paths converge, for it is in the marriage of both that we find the greatness we seek.