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.
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
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