What my 'bad" managers taught me!

Throughout my career, I’ve been fortunate to work with some incredible managers. Ironically, though, the most valuable lessons often came from those who struggled with leadership. They weren’t bad people; they just lacked the skills to fully support their teams. Here are five key takeaways from their missteps:

1. People Appreciate Feedback One manager avoided giving or receiving feedback entirely, as if it were dangerous territory. I’m not sure if he was insecure or simply didn’t know how to go about it, but the result was a team stuck in a rut. Constructive feedback is essential; it shows people where they’re excelling and where they can improve. According to Harvard Business Review, consistent feedback builds trust and drives team growth.

2. Humans Are Not Robots Respect is foundational in any workplace. But one manager I had used foul language to create urgency, mocked mistakes, and bragged about his “16-hour days,” expecting the same from us. It was a relief when he left. Treating people with respect and empathy isn’t just good etiquette—it’s essential for team morale and performance.

3. Reward Before Being Asked The same manager rarely acknowledged hard work. When the team achieved something significant, he’d either take the credit himself or let it pass unrecognized. I learned that it’s on managers to recognize and appreciate contributions without people having to ask. Studies show that proactive recognition greatly boosts motivation and commitment.

4. Loyalty is a Two-Way Street Once, I took on a high-risk project at my manager’s request. But when things got messy, he left me to handle it alone. That experience taught me that loyalty has to be mutual. Without support from leadership, even the most dedicated team members will eventually focus on self-preservation.

5. Compassion is a Strength, Not a Weakness Another manager focused solely on results, ignoring her team’s personal challenges. People rarely stayed on her team for more than a year. Empathy and compassion aren’t “soft” skills—they’re crucial for creating a workplace where people feel engaged and want to contribute. I also learnt that 'getting to know" people on your team at a personal level is not an invasive to their privacy if you demonstrate good faith and appreciation for the contribution made by family/friends of your team members.

Each of these experiences taught me something invaluable. By showing respect, providing feedback, acknowledging contributions, building mutual loyalty, and leading with compassion, we can create workplaces where people truly want to succeed. Even tough experiences can teach us powerful lessons in leadership.