When Managers Get in the Way: A Call to Conscious Leadership

By guest author, Minnu Paul

“True leadership must be for the benefit of the followers, not the enrichment of the

leaders.” —Robert K. Greenleaf

If we’re honest, most of us stepped into leadership because we care—about people,

progress, and doing things well. But even with the best intentions, it’s surprisingly easy

to become the very thing we’re trying to protect our teams from: a bottleneck, a barrier,

or a burden.

This doesn’t make us bad managers. It makes us human.

The real question is: Are we willing to notice when we’re in the way—and take

steps to change?

Here are six subtle ways we can unintentionally block the growth of our teams, and how

we can lead with more clarity, trust, and intention.

1. Micromanagement in Disguise

Micromanagement rarely feels like micromanagement from the inside. It usually sounds

like:

“It’s just faster if I do it myself.”

“I don’t think anyone else will do it the right way.”

If this sounds familiar—yes, you may be micromanaging. And while that may come from

a place of care or high standards, it also sends a message: I don’t trust you to do this.

According to Deci & Ryan (2000), autonomy is a core motivator for performance. When

we take over tasks or dictate the “right” way, we unintentionally remove opportunities for

learning, ownership, and confidence.

Instead, ask yourself:

• Can I let someone grow through this—even if it’s not perfect?

• Can I create space for learning, not just executing?

  
  

Letting go is not about lowering standards. It’s about raising capacity.

2. Undermining the Team—Even Subtly

In client- or student-facing roles, teams often follow protocols designed to ensure equity

and fairness. But when a client escalates a request and you override your team without

checking in first, you may unintentionally undercut both their authority and their

judgment.

Before stepping in:

• Ask your employee why a certain process exists.

• Understand the context before making exceptions.

• If an exception is needed, invite the employee to communicate it themselves.

  
  

This not only protects the integrity of the policy—it reinforces your team’s expertise.

Trust builds not in grand gestures, but in the way we back people up, especially when

it’s inconvenient.

3. Leaning Too Hard on High Performers

Every team has people who always get it done. They don’t complain, they don’t drop the

ball—and as a result, they often carry more than their share.

But be careful: reliability is not an invitation to overuse. When we repeatedly lean on

strong performers without meaningful recognition, feedback, or growth, we risk

exhausting their goodwill and discouraging their development.

Even if you can’t offer a raise or a title change:

Be transparent about what’s possible.

Acknowledge their contributions meaningfully.

Offer development, not just more responsibility.

True appreciation is proactive—not reactive or overdue.

4. Becoming the Bottleneck

If everything needs your sign-off, your review, or your presence, you may be

unintentionally slowing progress. Bottleneck management feels like control—but it often

stems from fear: of mistakes, of reputational risk, of things not going according to plan.

But leadership isn’t about perfect outcomes—it’s about building sustainable systems

that can function beyond you. As Peter Senge (1990) suggests, great leaders are

architects of flow, not centers of control.

Ask yourself:

• What decisions can I delegate?

• Where can I trust the process instead of inserting myself?

Let your team move—don’t make them wait on you to lead.

5. Sending Mixed Messages

Your team watches what you say—but more importantly, what you do. When your

expectations shift without explanation, or your feedback doesn’t match your actions,

people spend more time decoding than doing.

Brené Brown puts it simply: “Clear is kind.”

Inconsistency isn’t just confusing—it erodes trust.

So:

• Be explicit about what matters.

• Name changes when they happen—and why.

• Keep your words and actions in sync.

  
  

Credibility isn’t built by being perfect. It’s built by being predictable and honest.

6. Not Delivering on Your Promises (Downward)

Managers often hold their teams accountable for deliverables—but forget their own

commitments. If you say you’ll provide feedback, a document, or a decision by Friday,

don’t wait until someone reminds you three times.

When you delay what your team is waiting on, you delay their work—and diminish

their ability to plan and deliver on their own responsibilities.

Leadership flows in all directions. Your follow-through matters just as much as theirs.

So:

• Don’t overpromise. Give a realistic timeline.

• Communicate early if something needs to shift.

• Honor your deadlines as much as you expect others to.

  
  

Reliability is a two-way street.

Final Reflection: Accountability with Care

This article isn’t a list of what not to do. It’s an invitation—to notice, reflect, and lead with

greater awareness.

We all have moments where we move too fast, hold on too tight, or forget to follow up. But conscious leadership is not about being flawless. It’s about being humble enough

to course-correct and intentional enough to grow.

So ask yourself:

• Where might I be unintentionally creating friction?

• Am I building clarity, or contributing to confusion?

• Am I showing up with the same accountability I expect from my team?

Leadership is not about being the smartest person in the room—it’s about creating a

room where everyone can contribute, grow, and lead in their own right.

And that requires us, as managers, to step aside—not because we don’t matter, but

because we care enough to make space for others to thrive.