Six Things That Managers Need To Avoid By Mark Wager

Six Things That Managers Need To Avoid

By Mark Wager

If you’re a manager responsible for leading a team and you’re serious about becoming better at it, here’s a simple but powerful technique: put yourself in the shoes of your team members and ask, “Would I want to work for me?” It sounds straightforward, but this level of self-awareness is rare — and yet it makes a world of difference.

Unfortunately, the reality for many employees today is disheartening. According to a recent study by the Australasian Leadership Institute, nearly a third of workers rated their manager as a poor leader. Many managers, often with the best of intentions, are unknowingly frustrating the very people they’re meant to lead.

So in this article, let’s shine a light on six common behaviours that managers need to avoid — not only to improve team morale but also to become the kind of leader people genuinely want to follow.

1. Setting Unrealistic Targets

Over the past few years, a dangerous trend has emerged — inspired by high-profile entrepreneurs or companies like Google or Amazon. The idea is to set “stretch” targets, goals that are deliberately beyond reach in order to inspire innovation and extraordinary effort.

While this can work in the right context, it often backfires. If the team doesn’t believe the goal is achievable — either because there’s no clear plan or because the leader lacks credibility — then the result isn’t motivation, it’s frustration. In my coaching work, I regularly hear from managers confused as to why their ambitious goals have demoralised their team. My answer is simple: goals are worthless without a believable strategy

High targets only motivate when your team believes there’s a genuine chance of success. Without belief, your goals aren’t inspiring — they’re exhausting.

2. Holding Too Many Pointless Meetings

Meetings are an essential part of management, but too often they become a waste of time. If someone in your meeting is asking, “What’s the point of this?” then something’s gone wrong — either the purpose wasn’t communicated clearly, or worse, there is no purpose.

Meetings should do one of two things: either make a decision or share vital information. Before inviting your team, ask yourself: Do they really need to be here? Do they know why they’re coming? What outcome am I aiming for?

Respect your team’s time. Prepare an agenda. Be clear on the goal. If you do this, you’ll not only save time, but your meetings will become something people see value in — not something they silently dread.

3. Ignoring Feedback You Don’t Like

One of the most frustrating experiences for any employee is being asked for feedback and then watching that feedback get dismissed the moment it doesn’t align with the manager’s viewpoint.

In 360-degree feedback sessions I run with teams, one comment comes up repeatedly: “My manager doesn’t listen.” What they usually mean is, “My manager only listens when I agree with them.” And that’s a problem.

Due to the power dynamics at play, employees are already hesitant to disagree with their boss. So when they do speak up, and that feedback is brushed aside or shut down, it sends a clear message: conformity is rewarded, dissent is punished.

You don’t have to agree with every piece of feedback. But you do need to create an environment where people feel safe to share different perspectives — especially when those perspectives challenge your own.

4. Telling People Not to Be Stressed — While Causing the Stress

This one hits close to home for me, because I’ve been guilty of it. I used to tell my team to look after their wellbeing: take breaks, avoid overtime, manage stress. And then in the next breath, I’d increase their sales targets or shorten deadlines — unintentionally becoming the very cause of their stress.

Intentions don’t matter if actions contradict them. Your team isn’t just listening to your words — they’re watching what you do. And if what you do creates unrealistic pressure, your well-meaning advice about self-care will ring hollow.

In recent years, leadership has shifted away from glorifying the grind. We’re learning that pushing people to their limits might produce short-term results, but it leads to long-term burnout, disengagement, and high turnover. If your team is stressed, don’t just encourage them to manage it — ask whether you’re part of the cause.

5. Playing Favourites (Even If You Don’t Mean To)

Few things erode trust within a team faster than favouritism — whether real or perceived. Sometimes it’s unintentional: a manager has a stronger rapport with certain individuals, perhaps due to similar personalities or shared history, and suddenly others feel excluded.

The problem is perception. Even if you’re being fair, if your team feels like some people get special treatment — better assignments, more flexibility, closer access to you — resentment builds.

You don’t need to treat everyone the same, but you do need to be consistent and transparent. Ensure opportunities are fairly distributed, praise is balanced, and everyone has access to your time. When people believe the playing field is level, trust follows.

6. Avoiding Difficult Conversations

Many managers avoid conflict in the name of keeping the peace. They sidestep performance issues, delay tough feedback, or sugar-coat messages — hoping problems will resolve themselves. They rarely do.

When you avoid the hard conversations, you’re not protecting the team — you’re letting poor performance fester, undermining the morale of those who are doing their jobs well. Silence can be interpreted as approval, and before long, standards drop across the board.

Being a leader means having the courage to address issues head-on — with empathy, yes, but also with clarity. A team thrives when expectations are known, feedback is honest, and people feel held to a meaningful standard.

Final Thoughts

Leadership is never easy, and mistakes are part of the journey. But the good news is that many of the things that frustrate teams are entirely avoidable. The more you can see your workplace through your team’s eyes, the more effective you become as a leader.

So if you want to grow as a manager, don’t just ask, “What should I do?” Also ask, “What should I stop doing?” Because sometimes the key to great leadership lies not in doing more — but in doing less of the wrong things.