People don’t always associate teaching with leadership. But talk to someone who’s done both, and the overlap becomes clear. They tend to explain things in a way that makes sense, stay calm under pressure, and give people space to grow. The habits they’ve built—communicating clearly, adapting quickly, thinking long-term—don’t fade once they leave the classroom.
Itai Liptz is one example. With a background in education, teacher training, and leadership development, he’s spent years working with both educators and executives, and often sees the same habits emerge in both settings. He’s not alone. Many former teachers are now applying their skills in business and tech, where strengths like clear communication and structured thinking often lead to better leadership.
“My experience in education does more than just prepare me to manage tasks,” says Liptz. “It actually shapes how I interact with colleagues and lead my teams.”
Liptz goes on to say that he’s discovered that teaching forces you to think beyond your own preferences, focus on what others need to understand, and adjust when something isn’t working. Those instincts matter just as much when you’re running a business or guiding a team.
A background in education like Liptz has can shape leadership in subtle but lasting ways. You see it in how people build trust, handle feedback, and create room for others to develop. It’s not about being nice. It’s about having the tools to move a group forward without losing sight of the individuals in it.
According to Liptz, here are four areas where that experience tends to have the most impact.
1. Empathy Isn’t Just Talk
Teachers learn to pay attention. If a student isn’t speaking up, they notice. If someone’s confused but pretending not to be, they adjust. That sensitivity becomes second nature, and it often shows up later in how people lead.
Managers who’ve spent time in education tend to ask better questions. They look for what’s underneath surface behavior instead of making assumptions. If a team member misses a deadline, their first instinct isn’t blame but rather curiosity. What’s going on? What’s getting in the way?
That approach matters more than ever. According to a 2023 survey, 67% of employers say they value soft skills more than educational qualifications. Emotional awareness and interpersonal instincts aren’t just helpful, they’re in demand.
It’s not about lowering expectations but about understanding the barriers that prevent people from meeting them (and having the patience to work through them).
2. Communication That Sticks
In the classroom, vague instructions fall flat. Teachers have to make sure people understand what’s being asked and why it matters. They learn to adjust explanations on the fly and sense when something’s missing.
Those habits carry over to leadership. Whether you’re outlining a new process or setting direction, clarity matters. And it’s not just about the words—it’s about timing, pacing, and delivery.
Leaders with teaching experience often pick up on subtle cues. They know when to pause and check for understanding instead of powering through. They avoid relying on slides or scripts and tend to engage in real back-and-forth.
That kind of responsiveness builds trust. Teams don’t have to guess what’s expected. They get the information they need along with the space to ask questions when something’s unclear.
3. Change Feels Less Threatening
No lesson plan survives exactly as written. Teachers get used to switching gears midstream, reworking plans, or solving problems in real time. They learn not to panic when something throws them off.
That instinct is useful in business, where conditions shift constantly. A strategy might look good on paper but fall apart in practice. Leaders with a background in education are often more comfortable adjusting without losing focus.
They also model this for their teams. When a manager stays composed during a messy rollout or deadline crunch, others tend to follow that lead. People don’t expect perfection, but they do respond to steadiness.
Adaptable leadership doesn’t mean reacting to every change. It means knowing how to move forward when the original path stops working—and bringing others along with you.
4. Growth Isn’t an Afterthought
Teachers track progress over time. They think in terms of development, not just performance. That mindset usually sticks and it carries over into how they lead. As John F. Kennedy once said, “Leadership and learning are indispensable to each other.”
As leaders, they’re more likely to coach than micromanage. They give feedback with the future in mind and design roles that leave room for growth. They’re also less focused on hiring “perfect” candidates and more focused on helping people reach their potential.
And there’s clear demand for that kind of leadership. Seventy-four percent of workers say they’re willing to learn new skills or re-train to stay employable. People want managers who create opportunities.
In practical terms, this often shows up in better onboarding, more consistent feedback, and a stronger bench of internal talent. People feel like they’re building something, not just clocking in.
Lessons That Last
“You don’t need teaching experience to be a good leader, but it helps, says Itai Liptz. “The skills built in that environment tend to last: clear communication, responsiveness, attention to individual needs, and a steady focus on growth.”
Some leaders learn these lessons later, through trial and error. Others show up already practiced in them, often because they’ve spent time in front of a whiteboard instead of a whiteboard full of metrics.
Either way, the habits stick. And the teams they lead usually notice the difference.
