Leadership Isn’t About Waving a Baton—It’s About Showing Up When It’s Hard
When I think about leadership, I don’t picture some bigwig in a corner office making grand speeches or fancy PowerPoint presentations. No, I think about my son, Euan Shields. He’s 26, living in the UK, and doing something pretty remarkable—he’s an assistant conductor for The Hallé Orchestra. You can check him out at euanshields.com. Now, I know I might be bragging a little here—guilty as charged—but I reckon that’s just part of being a proud dad.
Now, conducting a world-class orchestra sounds like the kind of job that comes with a monocle and a pocket watch. But let me tell you, it’s no walk in the park. Just the other day, Euan led a marathon of family concerts—hours of back-to-back performances. (And no, these aren’t the concerts written about in The Guardian—they’re the kind where you’re wrangling kids hopped up on juice boxes and keeping everyone entertained without losing your mind.) And when it was all done, you’d think he’d be out celebrating or at least taking a nap longer than a Beethoven symphony. Nope. He was worried—worried about whether he’d done enough and whether the orchestra was being pushed too hard. That’s just who he is—dedicated, hardworking, and always thinking about the team.
It’s funny because most people think conductors just wave a stick and look dramatic. Spoiler alert: it’s a lot more complicated than that. Turns out, you need to actually know music, inspire people, and, you know, not whack the oboist with your baton.
And that, right there, is leadership. Not the title or the fancy job description, but showing up, giving it your all, and caring about the people around you. It’s the kind of leadership that doesn’t need fanfare—just a lot of grit and a good sense of rhythm. (Seriously, that’s important in his line of work.)
The Unsung Heroes: Middle Managers
It’s funny how companies talk about leadership like it’s this rare mineral only CEOs possess. The reality is, leadership happens every day in the trenches—in the middle layers of organizations, where managers are juggling projects, motivating teams, and, let’s be honest, probably trying to fix the coffee machine.
And here’s the kicker—middle managers, the ones keeping everything running smoothly, are getting the axe faster than a bad opening act at a talent show. In 2023 alone, they made up 32% of layoffs, up from just 20% a few years prior. It’s like companies suddenly decided that the folks who do the actual heavy lifting were redundant.
But here’s what’s really mind-boggling: according to Wharton professor Ethan Mollick, “Middle managers have a surprisingly large effect on revenue growth, often larger than that of top executives or creative talent.” His research found that middle managers accounted for 22.3% of revenue variation among projects—more than innovators (7%) or the organization itself (21.3%). These are the folks who rally teams, keep projects on track, and quietly make things happen—yet they’re the ones being shown the door. (the Mollick article)
So, let me get this straight. We’re laying off the people who actually make things happen while keeping the ones who talk about making things happen? That’s like firing the chef but keeping the maître d’. Sure, the place looks good, but good luck eating that centerpiece.
Leading Without the Title: Individual Contributors
But leadership isn’t just about managing people. Some of the most impactful leaders are individual contributors—designers, engineers, researchers, and more—who step up, take risks, and lead by example without ever claiming a title. They’re the ones who build the products, solve the problems, and challenge the status quo. They’re not just following instructions; they’re asking tough questions, pushing for better solutions, and carrying the vision forward through their craft.
These folks are leaders in their own right, not because someone gave them permission but because they decide to make a difference. They’re the people who, when faced with a roadblock, don’t just sit back—they pick up the shovel and start digging a path through.
Leadership isn’t about your position on the org chart—it’s about taking ownership and moving things forward. And too often, these IC leaders go unrecognized because they’re not managing people directly. But their influence is just as essential to innovation and success as any manager or exec.
Leadership Isn’t a Title—It’s an Attitude
Maybe that’s the problem—we’ve made leadership about status instead of action. We keep cutting loose the folks who actually lead without realizing they’re the glue holding the whole operation together. Real leadership isn’t about standing in the spotlight; it’s about lifting others up and doing the hard stuff without applause.
Look around your own life. Chances are, the real leaders aren’t the loudest voices or the fanciest résumés. They’re the ones showing up, helping out, and making things better—just like Euan at the podium, making sure the orchestra isn’t burning out while also delivering incredible performances.
The Real Question
So, here’s the question: What would happen if we stopped chasing leadership as a title and started celebrating the ones who just show up, care deeply, and make things better—no matter where they sit within the company? Would businesses thrive more? Would people feel more valued? Maybe it’s time we rethink who we’re really leaning on and who deserves the spotlight.
Because at the end of the day, leadership isn’t about waving a baton—it’s about showing up when it’s hard.
