Ten Myths That Weaken Leaders Influence

 

 

Management myths often slip unnoticed into our routines, shaping our beliefs and behaviors at work without us even realizing their influence. We follow them without question, and they quietly shape how we act, what we expect, and even how we treat people at work.

It’s almost like we’ve got blinders on, totally missing how these old ideas influence our decisions every day. It’s a bit like walking through the office with your shoelaces tied together—everyone’s stumbling around, but since everyone’s doing it, nobody stops to wonder if there’s a better way to walk.

1.     Myth: Leaders Are Born, Not Made

Example: Believing someone is a “natural leader” and overlooking valuable training opportunities that could help others develop management skills. For instance, a company might promote an employee who appears charismatic and confident, assuming their abilities are innate, while neglecting to offer structured mentorship or leadership training to the rest of the team.

This mindset not only limits the growth of potential leaders who could thrive with guidance, but also places unrealistic expectations on those labeled as “born leaders” who may lack crucial skills in areas like conflict resolution, communication, or emotional intelligence.

2.    Myth: Managers Must Know Everything

Example: A manager feels pressured to have all the answers, rather than encouraging team input or admitting gaps in their knowledge. For instance, when faced with a technical challenge during a project meeting, the manager hesitates to seek advice from team members with specialized expertise, fearing it will undermine their authority.

This not only limits creative problem-solving but can also stifle collaboration and growth. By fostering an environment where questions and shared learning are valued, managers empower their teams and demonstrate true leadership.

3.    Myth: No News Is Good News

Example: Assuming that silence means everything is fine, leading to missed opportunities to address concerns or celebrate achievements. Without regular communication, employees may feel uncertain or undervalued. In some cases, managers might avoid giving feedback altogether, thinking that no news is good news.

However, this lack of interaction can create confusion about expectations, make it difficult for employees to gauge their performance, and prevent the team from addressing potential issues before they escalate. Regular check-ins and open conversations ensure that both successes and challenges are acknowledged, helping employees feel supported and keeping the team aligned.

Check out a related post: Why “No News Is Good News” Doesn’t Work as Feedback for Managers (3 min read)

4.    Myth: The Praise Sandwich

Example: Delivering criticism by sandwiching it between two compliments, believing it softens the blow, but ultimately causing confusion or making feedback seem insincere. For instance, a manager might begin with, “You did a great job on the report,” follow with, “However, your presentation was unclear,” and then add, “But you’re always so dedicated.”

Check out a related post: It’s Time to Take the 'Feedback Sandwich' Off the Management Menu ( 3 min read)

5.    Myth: Managers Should Always Be Tough

Example: A manager avoids empathy and constructive feedback, believing that being strict is the only way to earn respect. As a result, the manager delivers criticism bluntly and rarely acknowledges team members’ strengths or efforts, thinking that any sign of understanding or support will undermine their authority.

Over time, this approach can create a tense, disengaged atmosphere where employees feel undervalued and hesitate to share concerns or ideas, ultimately stifling team development and trust.

6.    Myth: Managers Should Always Be Nice

Example: A manager confuses being "nice" with being effective, avoiding difficult conversations or necessary feedback just to keep everyone happy. Instead, managers should aim to be kind, which means delivering honest, constructive feedback with empathy and respect.

Being kind involves addressing issues directly and supporting team growth, whereas being nice may mean avoiding conflict at the expense of improvement. Kindness fosters real trust and respect, while niceness can lead to unresolved problems and lack of clarity.

Check out a related post: Leading with Kindness: Why It Beats Just Being "Nice" (3 min read)

7.    Myth: If You Want a Job Done Right, Do It Yourself

Example: Managers take on tasks themselves rather than delegating, believing only they can ensure quality. This leads to burnout and prevents team members from growing and learning through experience.

Check out a related post: How to Harness the Power of Delegation for High Performing Teams (5 min read)

8.    Myth: Employees Are Motivated Only by Money

Example: Ignoring recognition, growth opportunities, or meaningful work, thinking financial incentives are the only motivator. Managers who focus solely on salaries or bonuses might overlook how important it is for employees to feel valued, challenged, and connected to the purpose of their work.

This can result in team members feeling disengaged or underappreciated, leading to decreased job satisfaction and higher turnover. Providing regular recognition, opportunities for advancement, and meaningful projects can help foster deeper motivation and commitment among employees.

9.    Myth: Managers Don’t Need Feedback

Example: A manager never asks for feedback from their team, missing valuable opportunities for personal and organizational improvement. Without seeking input, the manager may remain unaware of blind spots or areas where their leadership style could be adjusted.

This lack of feedback can also discourage employees from voicing suggestions or concerns, ultimately hindering innovation, collaboration, and team morale. Encouraging open dialogue and actively requesting feedback helps managers grow and builds a culture of trust and continuous improvement.

This approach can leave employees unsure about what really needs improvement or whether the praise was genuine. Over time, team members may start to tune out positive feedback, expecting criticism to follow, which diminishes trust and the effectiveness of communication.

10. Myth: The Best Employees Make the Best Managers

Example: Promoting a top salesperson to sales manager, only to discover they struggle with coaching and leading others. The skills required for outstanding sales performance—such as self-motivation, individual achievement, and relationship-building—don’t always translate into effective management abilities.

For instance, the new manager may excel at closing deals but have difficulty providing constructive feedback, facilitating teamwork, or supporting team members’ development. This can lead to frustration on both sides, as the manager feels out of their depth and the team lacks guidance and support, ultimately impacting sales results and morale.

As you wrap up your reading, take a pause and consider: are any of these leadership myths quietly running the show in your day-to-day? Don’t let outdated beliefs hold you or your team back! Challenge yourself to swap those myths for the practical leadership insights and best practices explored in 950 articles in the SMART Leader’s Digest blog.

With a little reflection and a willingness to try new approaches, you’ll be well on your way to making an even greater leadership influence—one smart habit at a time.

To your greater success and fulfillment!

 

 

  

 

Peter Mclees, Leadership Coach, Trainer and Performance Consultant                       SMART DEVELOPMENT

                            Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement ? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees or a SMART Development consultant please 

contact: Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, energy storage and facilities management, distribution centers, food production facilities, wealth management services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

 

 

Infusing Joy and Purpose: Transforming the Workplace Experience

 

Anytime is a good time to find moments of joy in everyday routines—whether it’s sharing a laugh with colleagues, listening to your favorite playlist on the way to work, or feeling a renewed sense of purpose as you start the day.

As we gather and connect, both leaders and individual contributors have an opportunity to bring that joyful spirit into their daily work.

Leadership isn’t just about motivating others or driving results; it’s also about fostering an environment where positivity, connection, and genuine happiness can thrive. For contributors, it’s about engaging with purpose and supporting the collective well-being.

Let’s explore how anyone—whether leading a team or contributing to its success—can sprinkle a little more joy into their work, making it not just productive but truly uplifting for everyone!

Research shows that chronic workplace stress impacts our emotional well-being and can lead to physical health issues and cognitive impairments. It can also hurt a team’s work and strain relationships. Whether you’re guiding others or working alongside them, proactively addressing barriers to satisfaction, connection, and purpose can transform the workplace into a space brimming with positive energy and optimism. Here’s how leaders and contributors alike can rediscover that joyful spark.

1. Find your why.

Connecting with yourself first requires you to embrace the driving force behind all you do — your why. For leaders, understanding your purpose helps inspire others, while contributors benefit by aligning their efforts with personal fulfillment and the team’s mission.

Ikigai is a Japanese concept roughly translated as “a reason for being,” or your life’s true purpose, satisfaction, and fulfillment. This concept suggests you can unearth meaning and contentment by aligning your passions, talents, and values as well as addressing the world’s needs. In an episode of the podcast In the Arena author of How to Ikigai kigai: The Japanese Secret to a Long and Happy Tim Tamashiro describes it as “the inherent gifts you possess, which you can naturally share with others, thus illuminating and enriching their lives.”

Try finding your Ikigai by reflecting on these questions from I by Héctor García and Francesc Miralles:

• What activities and pursuits bring you joy and enthusiasm? This information can help you determine what you love (your passion). Both leaders and contributors can use this insight to energize their work and inspire those around them.
• What skills and talents do you possess for the greater good? This helps you determine what you are good at (your calling). Leaders can leverage these strengths to empower their teams, while contributors can build confidence and add value.
• How can you be acknowledged and rewarded for your contributions to the world? This helps you determine what you can be rewarded for (your profession). Recognition is important for everyone—leaders should celebrate successes, and contributors should seek opportunities for feedback and growth.

What brings you joy, what you are uniquely good at, and what the world needs from you are the fuel that keeps you going. Aligning your work with these elements can renew your passion and purpose in your role. For example, if mentoring others lights you up, grab a coffee and have a chat with a junior team member. It’s rewarding for you, helpful for them, and boosts morale. Plus, it makes your job more fun. Or, if you enjoy organizing social events, start a Friday playlist where everyone shares their favorite song. It’s a simple way to build connections, spread joy, and make the work week a little more enjoyable.

2. Embrace a beginner’s mindset.

The daily grind can sometimes close our eyes to new possibilities.

Do you remember the rush of excitement when you landed your first job or were last promoted? Those initial days brimmed with potential, and everything seemed achievable. The thrill of new relationships, projects, and opportunities had you walking on air.

Do you also remember when that spark fizzled out? When situations that were once exciting began to feel stale? It might have started when someone quit, and you had to take on their workload with no change in salary or deadlines, spiraling into exhaustion, loneliness, and frustration. You might have felt like you couldn’t do anything right or became disenchanted with your boss, team, or colleagues.

You were burned out.

And it’s not just you who feels the impact of going from a bright-eyed beginner to a weary, overburdened drudge. Your colleagues, the people you manage, family, and friends sense it, too.

Shunryu Suzuki, author of Zen Mind, Beginner’s Mind , writes, “In the beginner’s mind there are many possibilities, but in the expert’s mind there are few.” Embracing a beginner’s mind, or Shoshin from the Zen tradition, means approaching the world with the openness and curiosity of a novice. This mindset, free from past knowledge and biases, expands our perspective and potential and can help us break free from feeling stuck or burned out by fostering a sense of wonder, eagerness to learn, and curiosity.

Encouraging your team to approach tasks and challenges with fresh eyes can uncover hidden opportunities and foster openness to new ones. You can model this mindset by actively seeking new perspectives and showing curiosity about different approaches. When a problem arises, instead of defaulting to past solutions, ask yourself and your team, “What can we learn from this? How might we see this differently?” Dive into conversations with a “tell me more” attitude, and watch as you build more profound, meaningful connections. This approach not only sparks creativity and enhances your understanding of yourself and others but also reduces the pressure to have all the answers.

3. Sprinkle gratitude and joy like confetti.

Actively expressing gratitude and recognizing others’ contributions can lift spirits, strengthen relationships, and build a supportive team culture. Research from the Greater Good Science Center at UC Berkeley shows that gratitude in the workplace leads to increased job satisfaction, improved mental health, and stronger team cohesion.

A coaching client of mine introduced a “confetti” tradition at quarterly staff meetings, sharing personal photos and anecdotes of proud moments and snippets of life outside of work to energize the room and strengthen social bonds. Inspired by this, think of someone who’s helped you or done something memorable recently. Say “thank you” with a thoughtful gesture that stands out. Celebrate your team’s wins with notes, shout-outs at the start of meetings, or small tokens of appreciation. These gestures foster a sense of belonging and boost morale.

Encourage your team to do the same. Turn it into a fun ritual to share unexpected or creative recognition during team meetings or one-on-ones. Celebrating small wins and acts of generosity can remind them of their positive impact, lighten the mood, and reduce ongoing stress. Sprinkle these feel-good moments throughout your onboarding process, highlight them on your career site, and seize every opportunity to transform your workplace into a more connected and joyful environment.

4. Fuel your joy.

Difficult days are inevitable. When work feels overwhelming, maintaining a “Happy Folder” on your desktop filled with positive feedback and memorable moments can lift your spirits and remind you of your value. For example, I treasure a PowerPoint presentation I received from a group of grateful students who graduated from their company's Leadership Academy where I teach. This simple practice helps recenter my focus and boosts my morale during tough times.

And when did you last say to yourself, “good job,” “you are worthy,” or “it’s okay” to yourself? Ease up on self-criticism and give yourself the same kindness and recognition you offer others. Research shows that positive self-talk improves mental health by reducing anxiety and depression, building resilience, and boosting confidence. Just like Olympic athletes who meditate and engage in positive reflection to enhance their performance, you, too, can benefit from a positive mindset. By practicing this, you’ll recharge your batteries and be better able to support your team with enthusiasm and energy. Joy is contagious — when you model it, others will follow, creating a cycle of positive reinforcement.

When you need a boost, ask yourself: What aspects of my work bring me joy? What would need to be true about my role for me to stay here for five more years? How can I positively influence my team and create a ripple effect? This focus can transform work into a place of lightness and connection, countering the world’s harshness and reigniting your collective sparkle.

Integrating joy, hope, and optimism within teams is more than a modern version of management self-care; it’s a leadership mindset. As you implement these strategies, remember that the aim is not just to survive the toughest days — but rather to make work a place where you and your teams can share joy.

Click here to read a related post: Build Resilience Against Stress By Managing Your Inner Dialogue (5 min read)

To your greater success and joy!

 

 

 

 

Peter Mclees, Leadership Coach, Trainer and Performance Consultant                       SMART DEVELOPMENT

                            Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement ? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees or a SMART Development consultant please 

contact: Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, energy storage and facilities management, distribution centers, food production facilities, wealth management services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.