The Difference Between Leading and Following

A Lesson in Leadership and Control

Hello Reader!

I recently came across a short video by @bizwithbecs that shared a simple but powerful analogy:

“80 miles per hour feels very different depending on whether you’re in the driver’s seat or the passenger seat.”

At the same speed, the driver feels in control — aware of when to accelerate, when to brake, and when to change lanes. The passenger, however, experiences the same journey very differently — reacting to movements without knowing what comes next.

This idea resonated with me immediately, especially in the context of operations and team leadership.

The Reality of the Driver’s Seat

In operations, being in the “driver’s seat” means having visibility over:

• The broader strategy and objectives

• Upcoming workload changes or constraints

• Risks, dependencies, and timelines

• Trade-offs that need to be made in real time

From this position, decisions feel structured. Even when things move fast, there is intent behind every action.

Speed, in itself, is not the issue — lack of visibility is.

The Passenger Experience

For the team on the ground, the experience can be very different.

Without context, rapid changes may feel:

• Sudden or reactive

• Disconnected from prior instructions

• Overwhelming during peak periods

A change in priority that makes perfect sense at a leadership level can feel like instability to someone executing tasks without the same level of visibility.

In operations, this gap shows up clearly:

• Urgent shipments appearing without prior notice

• Workflow changes introduced mid-process

• Shifts in manpower allocation during peak demand

The pace may be necessary — but the experience can feel chaotic.

Where Leadership Actually Matters

This is where leadership is not just about making decisions — but about managing the experience of execution.

Sitting in the driver’s seat comes with responsibility:

• To anticipate how changes will be perceived

• To communicate intent, not just instructions

• To pace execution in a way that teams can absorb

• To provide enough visibility so that work feels controlled, not reactive

Because the reality is simple:

If the team constantly feels like passengers reacting to movement, performance will eventually suffer.

A Reflection from Operations

In my current role in contract logistics, I’ve seen this dynamic play out in real time.

There are days where operational demands shift quickly — inbound surges, urgent outbound requirements, or system-related constraints.

From a planning perspective, these changes seem logical and necessary - Tarrifs, War, Customer Demand.

But from the team’s perspective, without clear communication and pacing, the same changes can feel abrupt.

This has been a key learning point for me:

Operational control is not just about knowing what to do next — it’s about ensuring the team understands why it is happening.

Closing Thought

The analogy of the driver and passenger is simple, but it captures something fundamental about leadership.

Speed is often required in operations.

But clarity and control must come with it.

As I continue developing in my role, this is something I remain conscious of:

Not just driving the work forward —but making sure the people alongside the journey understand where we’re going, and why.

Thank you for reading!