Managing People Isnt a Side Hustle Time to Re Professionalise Management0:00/618.6721×
A while back I mentored a gifted software engineer—let's call her Priya. Priya
Manipulative managers reframe harm as humour and deflect accountability by focusing on employee reactions. The dynamics of bullying, silence, and moral complicity can be unpacked and counteracted through a lens of wit and discernment, challenging leadership cultures that reward performance over inte
Silence in organisations isn't agreement—it's often fear, disengagement, or quiet resistance. Exploring defensive silence and quiet quitting, the piece argues that leadership must move beyond authority toward real consensus. Listening for what's not being said is essential for trust, effective decis
Consensus decision making, while often praised for inclusivity, can suppress dissent, foster groupthink, and lead to suboptimal outcomes. The RBA's approach illustrates these risks, contrasting with the transparent
Authentic leadership fosters trust as the cornerstone of successful organisations. Rooted in ancient wisdom and bolstered by modern insights, it emphasises transparency, ethical behaviour, and empathy. Leaders who model authenticity
Empathy is vital in organisational leadership, transforming workplaces by prioritising trust, understanding, and mutual respect. Compassionate leaders address employees' emotional and social needs, fostering belonging and enhancing performance. Empathy
The prevalence of overconfidence in decision-making, particularly in management, can lead to misguided strategies and inflated egos. Shifting focus from predicting the future to preparing for it and embracing rational
In passing off the thinking of others as our own, we fail to invoke the discipline essential in critical thinking. The most effective antidote to this is a crisp document, 'written with such clarity that it's like angels singing from on high', followed by a messy meeting in which people can robustly
Organisations that are above average in their track record of developing leader-managers put an emphasis on creating challenging opportunities, not just for aspiring talent but for incumbent Line Managers who can too easily become stale.
By stepping away from being a subject matter expert and toward a focus on people and coaching, a manager is in a much better position to transform their job into a leadership role.
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
