Picture this: a bright, eager individual enters a new role, full of excitement and potential, only to have their enthusiasm dimmed by a poor manager. Whether it’s due to a lack of empathy, poor communication, or simply being ill-suited for the role, bad managers have a way of leaving scars that not only affect their employees but also the wider industry.

This happened first hand to our Director Jonathan Johnson in his early career. Here are his thoughts on the subject: 

I’ve seen it firsthand. Early in my career, I worked in a pharmacy and imagined a long future in healthcare. But the reality of working under a poor manager changed that vision entirely. The experience was so disheartening that it pushed me away from that path altogether. Years later, it’s a key reason I’m so passionate about recruitment—helping organisations avoid these mistakes by ensuring they put the right people in management roles.

The Ripple Effect of Poor Management

Bad management doesn’t just cause disengagement or turnover; it can have lasting consequences:

1. Lost Talent: Employees under bad managers often leave not just the job but the profession altogether, taking their skills and potential to an entirely different industry.
2. Lower Morale: One poor manager can drag down an entire team’s motivation, making the workplace an environment of dread instead of inspiration.
3. Damaged Employer Brand: Stories of bad management travel fast, harming the organisation’s ability to attract future talent.
4. Missed Growth Opportunities: Employees with potential may never develop into leaders if they’re stifled under poor guidance.

Why Organisations Get It Wrong

Many businesses fall into the trap of promoting based on tenure, technical skills, or convenience rather than leadership qualities. Just because someone excels in their current role doesn’t mean they’re ready—or suited—to manage people.

Here are some common missteps:

• “Time Served” Promotions: Assuming longevity equals leadership potential.
• Overlooking Soft Skills: Leadership requires empathy, communication, and the ability to inspire—not just technical know-how.
• Focusing on Quick Fixes: Filling a management gap with the “best available option” rather than the right one.

Building Better Managers

How can organisations avoid these pitfalls? By being intentional about who they promote and how they hire for leadership roles.

1. Assess Leadership Potential Early: Look for individuals who naturally mentor others, communicate effectively, and demonstrate emotional intelligence.
2. Invest in Training: Provide leadership development programmes for high-potential employees so they can grow into management roles successfully.
3. Consider External Candidates: Sometimes, the best managers come from outside the organisation, bringing fresh perspectives and skills.
4. Create Feedback Loops: Employees are often the first to spot bad management. Regularly collect and act on their feedback.
5. Align Values: Managers should embody the values of the organisation, serving as examples for their teams.

A Personal Call to Action

As a recruiter, I’ve met countless candidates who’ve been burned by bad managers. Some want out of their industry entirely; others just want a fresh start. The stories are always a reminder: hiring or promoting the wrong person for a leadership role doesn’t just cost you one employee. It could cost you the next generation of talent.

It’s time for organisations to take management hires and promotions more seriously. It’s not about ticking boxes or filling gaps—it’s about inspiring teams, retaining talent, and building better futures for everyone involved. After all, the right manager doesn’t just lead; they make people want to follow.

If you’ve ever been inspired—or deterred—by a manager, you know the power they hold. Let’s make sure we’re giving that power to the right people.