Section Three: The Four Pillars of Management – The Core of What Every Manager Really Does
If you wanted to look at management in its simplest frame, there’s one classic model worth knowing: P-O-L-C.
It stands for: Planning – Organizing – Leading – Controlling
Sounds textbook, I know— but you’d be surprised how much it still shows up in real work, every day. Let me walk you through each one— not from theory, but from what I’ve lived.
1. Planning – Know Where You’re Headed
No manager can just jump into a project and go, “Well, let’s see what happens!”
Even if things are uncertain, there still needs to be a direction. Not necessarily a full roadmap— but at least a sense of destination, a why.
Same goes for life. If you don’t know where you’re going, every distraction pulls you off course.
For a manager, planning means:
- Setting goals (What? When? Why?)
- Laying out a path to get there
- Considering the resources, time, and people involved
Bonus insight: Good planning isn’t just knowing what to do— it’s knowing what NOT to do.
2. Organizing – Making Things Run Without You Doing It All
Ever seen a manager who’s busy from morning till night— yet nothing really moves forward?
That’s usually because they haven’t organized. Instead of setting up clear roles and flows, they’ve just dumped everything in one pile.
Organizing means:
- Who does what?
- Who has access to which resources?
- Where does the workflow start—and where should it end?
- What’s the structure of the team?
From what I’ve seen: Even if you’ve got great people, without structure, things fall apart.
3. Leading – Not Just Telling, But Inspiring
This one? This is where real management turns into magic.
Management isn’t just task delegation. It’s about bringing people with you.
It’s about being someone they trust, who helps them feel the why behind their work.
Leading means:
- Building trust
- Motivating (no cheesy hype, no fake positivity)
- Honest conversations, active listening, giving direction
- Shaping culture—not just checking boxes
Here’s something I’ve learned the hard way: As a manager, your indirect influence runs deeper than you think. The way you look at things. The way you speak. Even your silences… They all shape how the team feels and behaves.
4. Controlling – Knowing If You’re On Track or Just Spinning Your Wheels
“Control” doesn’t mean stiff supervision. It means checking in. Adjusting. Staying honest with your direction.
If you’ve set a goal, you need to know if you’re actually moving toward it—or drifting away.
Controlling means:
- Measuring progress (through numbers, reports, or feedback)
- Spotting the gaps (What’s not going well?)
- Adjusting the course (What needs to change?)
- Learning from the doing (What improved? What didn’t?)
It’s the part many skip— because they think it’s all about “micromanaging.” But really? Control is about care. It’s about not letting things go off track while you’re not looking.
Mehdi-style Wrap-Up
Look… Management isn’t just for corporate pros.
If you know how to map a path, organize what needs to get done, bring people on board with heart, and check in to keep things aligned—
you’re already managing.
In short:
- Where do I want to go? → Planning
- Who does what, and with what? → Organizing
- How do we move together, not just as tasks—but as people? → Leading
- Are we getting there—or do we need to shift? → Controlling
And here’s the real truth: These four aren’t just for business. They show up in your life, your relationships, even your solo projects.
They’re not tools for a title. They’re skills for living wisely.
Now it’s your turn. Look at what you’re working on today: Which of these four parts—Planning, Organizing, Leading, Controlling—are really there? Which one’s missing? Which one feels weak?
Just pause for a second. That one small shift might be the first real step in your growth as a manager.
In the next section, we’ll move beyond the individual— and dive into the idea of the organization itself.
What even is an organization? Why do we build them? What shapes do they take? And more importantly: How can you tell if an organization is designed well—or if it’s just… surviving?
Let’s find out.