What I’ve Learned Coaching 150+ Leaders: The 5 Habits That Separate Managers from True Leaders

Over the past eight years, I’ve coached more than 150 leaders—ranging from first-time directors to seasoned C-Suite executives—across industries from tech to professional services to consumer goods. While each leader brought unique strengths, challenges, and contexts, certain patterns consistently emerged. The biggest one? Many organizations blur the line between management and leadership.

Management is the process of organizing and orchestrating people, projects, and processes to ensure effective execution to achieve goals. Leadership is the process of inspiring others to achieve common goals. Both are necessary. But in my work, the leaders who advance—and sustain success at the executive level—do something different. They practice a set of habits that go beyond managing work to truly leading people.

Based on my executive coaching experience and the Talent Praxis competency framework, here are five leadership habits that separate managers from true leaders.

1. They Set Direction, Not Just Deadlines

Managers ensure projects are completed; leaders connect those projects to a shared vision. The best leaders explain why a project matters and how it contributes to long-term success. They anchor their teams in purpose, not just tasks.

2. They Think in Systems

Strong managers focus on their immediate team. True leaders zoom out to see interdependencies across functions, stakeholders, and customers. They anticipate ripple effects and communicate decisions in ways that align people rather than create friction.

3. They Communicate Transparently and Consistently

Managers are responsible for keeping their teams informed so work gets done effectively. Leaders build on this by communicating not only within their teams but across functions and levels, ensuring alignment with the bigger picture. They keep stakeholders in the loop, break down silos, and build trust through openness and consistency. Transparency doesn’t dilute authority—it builds credibility.

4. They Navigate Change with Purpose

Management competency drives consistency and efficiency in established processes. Leadership competency comes to life when circumstances shift—leaders adapt, guide others through uncertainty, and keep focus on the larger goal. They don’t just manage change; they inspire confidence and purpose in the midst of it.

5. They Lead Through Integrity and Example

Management competency includes holding teams accountable to metrics, timelines, and standards. Leadership competency extends this by modeling accountability first. Leaders demonstrate integrity, own their missteps, and close feedback loops, creating a culture where accountability is shared rather than enforced.

Why This Matters for Organizations

When companies fail to define what leadership looks like in their context, they often promote high-performing managers who may not have developed these habits. The result: leaders who can execute but struggle to inspire, align, or sustain performance at scale.

That’s why leadership competencies—the observable behaviors that demonstrate effective leadership—are so critical. Organizations that clearly define their top two or three competencies and embed them into hiring, training, and performance systems create clarity and consistency. They stop guessing at what leadership means and start building it intentionally.

The Bottom Line

The transition from manager to leader isn’t about abandoning management—it’s about expanding beyond it. The leaders I’ve seen thrive at the C-Suite level are those who consistently practice these five habits, turning competencies into daily behaviors.

If you’re responsible for developing leaders in your organization, ask yourself: Have we defined the habits that matter most? Are we preparing managers to grow into leaders—or simply rewarding them for managing well?

The difference will determine not only who gets promoted, but who succeeds once they’re there.