Being the boss comes with a lot of responsibility, and if you want to be good at your job, there are certain things you need to realise.
People spend a lot of their time at work, and they want it to be as bearable as possible, and a lot of that comes down to you. If you don’t want your employees to be miserable, and you want to be seen as a capable, fair, and compassionate leader, here are some truths you need to accept.
1. Your team remembers your bad days more than your good ones.
Every manager has rough days, but the impact of those moments can linger with your team. When you lose your cool or make harsh calls under stress, those memories stick far longer than the positive ones. One negative interaction can undo months of positive leadership, so staying mindful in tough moments is key.
2. Being liked isn’t the same as being respected.
Trying to be everyone’s friend often leads to blurred boundaries and weaker decisions. Respect comes from being fair, setting clear expectations, and making tough calls when needed, even if they’re unpopular. Your role is to guide and support, not to be everyone’s best mate.
3. Your actions speak louder than your mission statements.
You can have the best vision and values on paper, but your team pays more attention to what you do than what you say. If you promote work-life balance but send late-night emails or avoid hard conversations, your actions set the real culture. Consistency between what you say and do is what your team will trust.
4. Feedback shouldn’t be saved for annual reviews.
If performance issues or praise only come up once a year, you’re missing chances to help your team grow. Regular feedback, whether informal or in quick check-ins, can prevent small issues from becoming big ones and keeps your team improving.
5. Your stress isn’t an excuse for poor behaviour.
Yes, management is stressful, but taking that out on your team sends a message that emotional regulation isn’t required. Your team faces their own stresses while also managing yours, so being mindful of your tone and actions is essential to building a supportive environment.
6. You’re not as good at hiding your favourites as you think.
Even subtle preferences are easy for your team to spot. Whether it’s giving certain people the best projects, excusing their mistakes, or spending extra time with them, favouritism is noticeable and breeds resentment. Keeping things fair helps maintain team trust and harmony.
7. Avoiding conflict creates more problems.
Putting off tough conversations or hoping issues will fix themselves usually backfires. Every delay signals that poor performance or problematic behaviour is okay, making it even harder to correct when you finally address it. Tackling issues head-on keeps things from spiralling.
8. Your team talks about you.
People naturally discuss their bosses, sharing their thoughts on your decisions, communication style, and reactions. Assuming that what you say or do won’t be discussed is unrealistic; staying aware of how your actions will be seen by the team helps you lead more effectively.
9. Taking credit for your team’s work breaks trust.
When you present your team’s hard work as your own or don’t give proper credit, it weakens the trust between you and your team. Sharing successes openly shows you value their contributions, reinforcing that they’re appreciated for what they bring to the table.
10. Being busy isn’t the same as being productive.
Endless meetings and constant emails don’t equal effective management. If you’re always busy, you might be missing out on what’s truly important – like supporting and developing your team. Being mindful of your priorities can make a big difference.
11. You can’t fix personal performance issues with group solutions.
If one or two people are underperforming, addressing it with group policies or meetings doesn’t help and can actually demoralise strong performers. Direct conversations with those specific people are more effective and respectful of everyone’s time.
12. Your silence during crucial moments is a decision.
Choosing not to speak up during important discussions, or staying quiet when your team needs support, communicates as much as any spoken decision. Silence can signal disengagement, uncertainty, or lack of support, so stepping up when it matters makes a huge difference.
13. You set the deadline stress level.
How you handle deadlines impacts your team’s approach. If you’re calm and measured, your team will likely be too, but if you create panic or unnecessary urgency, stress levels will rise. Your reaction shapes the team’s culture around deadlines and pressure.
14. Micromanaging reveals your insecurities, not their incompetence.
Constantly checking in or redoing tasks shows a lack of trust and confidence in your team’s abilities. Micromanagement limits their growth and hints at insecurity in your own leadership. Trusting your team and giving them space shows you believe in their skills.
15. Your role is to develop people, not just manage tasks.
If your focus is only on completing projects, you’re missing the bigger picture. True leadership is about helping your team grow, learn, and develop professionally. Your impact goes beyond tasks on a checklist; it’s about empowering people to succeed.
