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Got Some Leadership Advice Lately? Challenge it. Consider When the Opposite is True

Writer's picture: TheFitProfessional1TheFitProfessional1

By Paul T. Ayres


Are you noticing the trend of "soft" advice on people management? The world feels full of eggshells. Because advice to managers is seemingly designed to create environments where somehow the requirement to hold employees accountable magically disappears. It seems the peddlers and pundits continually believe it’s the manager’s problem.


“Advice” usually is based on the assumption the employees are toeing the line and there are no issues. The result is employee’s role in any issue might be disproportionately dumped on said manager. This perspective is appealing because it removes accountability from employees and simplifies issues, but it's misleading. Real people management is hard work, and overly simplistic solutions don't address the complexity of human dynamics.


Social media often positions leadership fixes as the answer to all problems. Many of us rely on learned jargon to justify our managerial decisions, shifting blame away from ourselves. However, effective management requires considering multiple perspectives. If you manage others and report to someone yourself, think about how advice applies from both sides and when the opposite might be true.


My objective in this article is to get you:


  1. To consider the opposite perspective.

  2. To work hard to think about under what circumstances the contrary position to the advice would be appropriate.

  3. To consider the employee’s role in professionally dysfunctional circumstances. The reality is employees may also be contributing to various issues.


Leadership vs. Management

The term "leadership" has become so diluted that its meaning is often unclear. While leadership deserves its own deep dive (and possibly a book), this article will focus on management.


For now, know that the perspective that follows will also apply to advice on leadership. For brevity’s sake, we’ll focus on managers for now. What makes a good or bad manager? The answer depends on context and circumstances, and understanding this requires effort and reflection.

"When you encounter advice about management, challenge it. Consider situations where so-called "bad" management traits might be effective and vice versa." - Paul Ayres

Employees are not perfect; they vary in ability, engagement, and alignment. This variability often has a greater impact on outcomes than minor managerial shortcomings. By questioning simplistic advice, you can develop a richer understanding of management.


Good vs. Bad Manager Traits

Let’s explore common management advice through contrasting examples, demonstrating how context influences whether a practice is good or bad.


1. Making Time for Employees

Advice"Good managers always make time for employees."

Scenario: A manager repeatedly explains why a project isn’t feasible in the current budget cycle. Despite clear communication, the employee continues to push, taking up hours of the manager’s time.


Analysis: Limiting time on repetitive discussions can be good management, as it allows the manager to focus on broader priorities. Conversely, consistently giving significant time to repeated requests may lead to inefficiencies and missed opportunities. Balancing responsiveness with productivity is key. 


Research Support: Studies like "Craft Schedules That Work for Everyone" (Sull & Kowalski, 2024) https://sloanreview.mit.edu/article/craft-schedules-that-work-for-everyone/

Emphasize the importance of accommodating employee needs, while others warn against overwork and presenteeism (Financial Times, 2024).


2. Micromanagement

Advice: "Good managers never micromanage and always trust employees."

Scenario: A new employee struggles to meet expectations. Hands-off management may hinder their development, while micromanagement during training ensures they meet standards.


Analysis: Micromanagement is often seen as toxic, but it can be appropriate in specific situations, like training or when critical details require oversight. Conversely, excessive micromanagement can stifle autonomy and motivation.


Research Support: Articles from Verywell Mind (2024) and Wikipedia highlight micromanagement’s downsides, but balanced oversight tailored to the situation can be effective.


3. Transparency in Communication

Advice: "Good managers keep employees fully informed."

Scenario: A manager withholds unnecessary details about organizational strategy to keep employees focused on their roles. Over-sharing could lead to distractions or inefficiencies.


Analysis: While transparency builds trust, sharing excessive information can overwhelm employees. Managers must balance openness with practical constraints.


Research Support: The MIT Sloan Management Review (Hayashi, 2003) suggests that transparency enhances trust but warns against the risks of information overload.


4. Advocating for Employees

Advice: "Good managers always advocate for their employees."

Scenario: A manager rallies for resources for an employee’s project but balances this advocacy with organizational objectives. Exclusively championing employees’ interests could conflict with broader company goals.


Analysis: Advocacy is vital, but it must align with organizational priorities. Over-advocating can create resource imbalances and inefficiencies.


Research Support: Articles by Johnson (2022) and Goodall (2024) highlight the importance of balancing advocacy with organizational needs.


Conclusion

Management is nuanced and context-dependent. Blanket statements about good or bad management practices oversimplify reality. By considering when the opposite might be true, you can deepen your understanding and effectiveness as a manager. Challenge advice, embrace complexity. Below is a recent and typical post you’ll find on social media with regard to good and bad managers. I didn’t dissect all of these in the examples above, but you give it a try. Take some time to take the reverse position of each point. Do this for the ‘good’ traits. And do this for the ‘bad’ traits. Take the time in your experience and professional context to work all 14 perspectives into when they might be appropriate and when they are not. You’ll emerge a better manager. 


Pro Tips:

  1. Do this with all the ‘perspectives’ and pithy lists that have X number of traits or some number of what’s right or wrong with managers. Works for leadership too.


  2. You’ll note many of these ‘hack’ advice lists are trashing management or leadership. Not all, of course, but many. Take some time to think, ‘What is the employee’s part in this?’


  3. Then reassess what is reality for your professional context by again taking the contrarian perspective and working to find that exception where the trait is useful and productive.


I hope that my examples above have given you some insight. Try it out on this list published on social media the week of January 20th, 2025. Let me know what you think! Also, I’m available to help.


Here is the post: Give it a try, challenge all 14 statements!  Enjoy!


 

Paul T. Ayres

Business, Executive, Leadership & Life Coach

Connect with me on socials!

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