Why some managers fail (and what to do about it)
Today, I want to talk about why so many managers fall short.
A lot of top-tier organizations are frustrated and in some cases, confused by managers who don’t deliver on expectations.
You’ll often see the ripple effects hit employees too: lower morale, burnout, and high turnover.
I’ve worked in different companies over the years, and I’ve seen firsthand what causes managers to struggle.
This isn’t just about first-time managers, either. Even experienced ones can get it wrong.
Sure, being a manager comes with perks, visibility, and influence, but the real job is about delivering results and leading people.
In this guide, I’m going to talk about specific reasons managers fail not the usual stuff like poor communication or lack of leadership training (we all know those are factors).
Instead, I’ll focus on things I’ve seen happen inside real workplaces patterns, behaviors, and systems that quietly wreck performance.
Some of these are personal habits, others are cultural or structural.
Either way, if you’re a manager, pay attention. This might hit close to home.
Ready?
Let’s get into it.
1. Chasing status instead of doing the job
Some managers are more interested in power, recognition, and climbing the ladder than actually doing the work of leadership.
They’re great at politics, know how to charm higher-ups, and often avoid accountability.
But they neglect their teams. They don’t coach, don’t follow through, and don’t invest in anyone unless it benefits them directly.
Over time, this erodes trust, tanks morale, and leads to poor results both for the team and, eventually, for the manager.
2. Playing favorites and inflating their own importance
You’ve probably seen them, the ones who think they’re the smartest person in the room and act like they’re above everyone else.
They suck up to senior leaders while treating their team like background noise. The worst part?
They often get away with it because they protect their image so well.
But this kind of favoritism and arrogance creates resentment, silos, and dysfunction.
3. Promotions based on politics, not performance
Some companies promote people based on age, tenure, or loyalty not because they actually understand the work or the team.
When leadership cares more about who follows the rules than who’s capable, it sends the message that competence doesn’t matter.
It frustrates top performers, kills motivation, and leads to weak results. If you’ve ever left a job because of poor management, this might be why.
4. Bad managers hire more bad managers
Here’s the vicious cycle: a mediocre manager is in charge of hiring, and they choose people who are non-threatening, easy to control, or just like them.
They might feel insecure around someone competent or driven, so they avoid hiring them altogether.
Over time, you end up with a whole layer of weak leadership that reinforces itself.
It’s like a disease that spreads until someone from the outside forces change.
5. They want a title, not the responsibility
Some managers chase management roles because they like the idea of being in charge.
But once they land the title, they coast. They delegate all the hard work, avoid tough conversations, and skip the uncomfortable parts of leadership like giving feedback or owning mistakes.
They don’t care about helping others grow or improving the team’s performance unless it directly benefits their image.
The problem isn’t that they’re overwhelmed, it’s that they were never in it for the right reasons.
6. Managing up at the expense of the team
Some managers focus on impressing senior leadership while ignoring or even sabotaging their own teams.
Because they control the flow of information, leadership often doesn’t see what’s happening until it’s too late. By then, teams are burned out, checked out, or gone.
7. Getting comfortable after promotion
Once some managers land the title, raise, or job security they want, they stop pushing for improvements.
Instead of using their position to challenge broken systems, they play it safe.
That kind of complacency leaves their teams stuck and unsupported.
8. Avoiding conflict and passing the buck
Rather than challenging bad decisions or advocating for change, some managers avoid conflict with leadership or HR.
They offload the pressure onto their teams, expecting them to self-direct or manage up while they step back.
It weakens the entire team dynamic.
9. Stuck in the middle without support
Managers are often caught between top-down expectations and day-to-day team realities.
They’re expected to meet goals, handle internal conflicts, and navigate HR issues often without the training or resources to do it well.
It’s an easy path to burnout and bad calls.
10. Skipping the people work
Managers who don’t invest in coaching, mentorship, or team support end up isolated and ineffective.
Over time, their teams stop trusting them, and performance suffers.
Leadership based only on authority doesn’t go far, it needs real relationships.
11. Being held responsible without power
Managers are often blamed for things beyond their control weak performers, unrealistic deadlines, systemic issues.
They’re expected to fix it all without the tools or support to do so.
It’s a setup for failure.
Here are a few tips that can help you deal with common management challenges:
Speak up when something’s off, even if it’s uncomfortable. It builds credibility and starts to shift team culture, even if it doesn’t fix everything right away.
Give direct, honest feedback to peers or even higher-ups, when it’s needed. It helps cut through politics and keeps reality in view.
Challenge promotion systems that reward age, status, or office politics over actual performance. You won’t change the whole company overnight, but you can help build a stronger pipeline of future leaders.
Be clear about what’s in your control and what’s not. Don’t make promises you can’t keep. Being honest earns more trust than pretending everything’s fine.
Focus on real progress, not just appearances. When you consistently deliver, people notice, including your team and your higher-ups.
Final thoughts
A lot of companies are struggling right now, not just because of weak management, but because of what comes with it: low morale, high turnover, and burnout.
It often comes back to the same problems: mixed-up priorities, unchecked egos, and reward systems that don't reflect actual work.
If you’re a manager, or thinking about becoming one, ask yourself what kind of leader you really want to be.
It’s not just about hitting targets or climbing the ladder. It’s about owning your role and supporting your team in ways that actually matter.
Have you seen this where you work?
Or felt it firsthand?
I’d really like to hear, what’s been most frustrating about leadership in your experience?
Drop a comment and let’s talk