Your experiences are key to understanding good management. I have worked since age 14 and was promoted to manager at 18. That early jump into leadership gave me a front row seat for both the challenges and the mistakes that come with managing people. I have seen plenty of good examples, but I have also witnessed and made more than my fair share of mistakes.

The truth is, I did not know what I did not know. At the time, I thought leadership was all about getting results. I was so focused on hitting numbers and finishing tasks that I forgot about the people and the relationships that actually made those results possible. That blind spot cost me. It created frustration for both me and my employees, led to good workers quitting, and eventually burned out the entire team, myself included.

Looking back, the mistakes I made are painfully clear. At the time, I could not see the impact I was having. I only started to recognize it when I worked under other managers who made similar mistakes. Even then, when it was my turn to learn from what I had seen, I still struggled to understand how to build a truly successful team.

According to Gallup, 10% of people possess the talent to manage. That statistic might sound discouraging, but it actually highlights a huge opportunity. Managers are not just one role in an organization. They are the people who shape culture, influence retention, and directly impact the bottom line. In fact, the effectiveness of your managers often determines whether HR succeeds or fails in its mission.

Because of this, the smartest thing HR can do is invest in giving managers the right tools. Not everyone is a natural leader, but people with a growth mindset can learn and improve when they are given resources and support. Hiring a manager who is curious, open to feedback, and eager to grow is far better than hiring someone who simply looks good on paper.

HR is in a powerful position to set future leaders up for success. That could mean building better orientation programs that emphasize leadership skills, providing resources on communication and coaching, or listening closely when employees consistently raise concerns about a specific manager. Often those repeated concerns are not random complaints. They are red flags indicating that a manager needs help.

Many company leaders recognize the impacts they are having on their teams, but many inexperienced or poor managers do not. With stress levels for managers at an all-time high, many are just trying to stay afloat. When any of us are in survival mode, we can easily fall into patterns that hurt productivity without even realizing it.

Here are a few of the most common ways managers unknowingly harm their teams:

1. Abandoning their team members when they need it most. Trust is built when employees know their manager will stand with them. The managers I respected most were the ones who would roll up their sleeves and work beside me, or step in and support me when I was struggling with a difficult situation. On the other hand, managers who left me to take the hits alone quickly lost my respect.

2. Shifting goalposts. Nothing drains motivation faster than constantly changing goals. Employees want to win. They want to feel like their work is leading to success. When goalposts keep moving, it creates exhaustion and makes people stop trying. They begin to lose faith in leadership’s ability to stick to a plan, and once that trust is gone, poor productivity follows.

3. Blaming employees for leadership failures. Leaders who accept responsibility earn loyalty. Teams notice when a manager owns both the wins and the losses. When managers push blame downward, employees lose faith and disengage. Accountability from leadership sets the tone for accountability across the team.

4. Exhibiting emotional instability. Negative interactions may feel small in the moment, but they add up quickly. A sharp comment, dismissive tone, or visible frustration from a manager can create resentment that lingers. When those interactions pile up day after day, employees start looking for another job. Stability and emotional maturity in leadership are not optional. They are essential for retaining talent.

Good managers understand that leadership is about developing people, not simply assigning tasks. Employees thrive when they have room to learn and when they know their manager will support them at the right stages of their learning process. Clear expectations and transparent communication multiply the chances of success.

Mel Robbins, author of the “Let Them” theory, challenges managers who label someone as a “bad employee.” She encourages them to ask: “Have I been honest with myself?” “Have I actually been clear about my expectations?” “Have I explained what I think the outcome is that is successful?” “Am I micromanaging?” If the answer to those questions is no, then the issue is not just the employee. It is also the process and the communication coming from leadership.

Delegation is often where communication breaks down. Rachel Thompson, a certified professional facilitator and founder and CEO of Daring Studios, recommends the “Situational Leadership Model” from Dr. Paul Hersey and Dr. Ken Blanchard. This model states that most leaders jump from giving direction straight to delegation. What gets missed is the step in between—supporting and coaching before the handoff. That step is critical because it builds trust and confidence between the employee and their manager.

Here are a few simple questions Thompson recommends leaders can use when working through delegation or conflict with their team members:

Some employees are highly independent and prefer to figure things out on their own. Others need more direction, especially when learning something new. Thompson suggests that, regardless of their management style, managers should create feedback loops and use the Situational Leadership Model to help bring clarity to the process for both parties. Regular check-ins and constructive feedback prevent misunderstandings and make employees feel supported.

These kinds of interactions are not just about completing tasks. They are what shape the culture of the team. When employees feel seen and supported, they trust their managers more and stay longer. Following the Situational Leadership Model allows managers to balance guidance with freedom, which fosters both accountability and creativity.

Almost everyone has a story about a bad manager. The frustration, disengagement, and lost time that result from poor leadership can leave a lasting impression. That is why it is so important to give managers a clear framework for success.

Frameworks like the Situational Leadership Model are not about creating rigid rules. They are about giving managers tools to guide with coaching, support, and reassurance. When managers know how to provide direction without becoming dictators, teams are more motivated and innovative. The shift from telling people what to do to developing people’s potential changes the entire dynamic of a workplace.

When managers ask better questions, take accountability, and commit to growth, they address the root causes of employee disengagement and conflict. Nearly seven out of 10 U.S. workers said they would quit their jobs over a bad manager, according to LinkedIn’s latest workforce survey. Employees do not leave jobs solely based on the nature of the work itself. They leave because of how they are managed. By focusing on leadership development, organizations improve retention, strengthen culture, and create healthier teams.

The bottom line: Managing is not about power; it is about responsibility. When leaders remember that their role is to guide, support, and grow the people around them, productivity takes care of itself.

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