It’s 2:17 a.m.

A problem erupts on the production floor.

There is no plant manager.

No Human Resources.

No specialist to call.

There is only one manager.

And one decision to make.

While most of the organization is asleep, some teams are keeping the operation alive.

Evenings.

Nights.

Weekends.

These shifts aren’t simply different schedules.

They come with a different reality.

Different pressures.

Different isolation.

Yet in far too many organizations, they continue to be managed as though they were nothing more than an extension of the day shift.

The mistakes aren’t always visible.

They aren’t intentional.

But they are very real.

They accumulate in silence.

In isolation.

In decisions made without a safety net.

Until one day…

they surface.

The seven mistakes discussed in this article are not about blaming anyone.

They highlight organizational blind spots that weaken managers, exhaust teams, and ultimately cost organizations far more than they realize.

Recognizing them is the first step toward leadership that is more human, more intentional… and more effective.

No matter what time your operation runs.

Mistake #1 Believing Leadership Ends at 5:00 p.m.

When senior leaders leave at the end of the day, it’s perfectly normal that they want to disconnect.

The problem isn’t that they leave.

The problem is what happens after they do.

Many of the issues left unresolved during the day—postponed decisions, interpersonal conflicts, complex situations—are quietly handed off to the evening and night shifts.

Those teams are expected to keep the operation running with fewer resources, less support, and, quite often, less experienced employees.

At night…

There are no committees.

No specialists.

No safety net.

Managers working atypical shifts are left to absorb the pressure on their own, making decisions with significant consequences, often without the structure, coaching, or support they need.

As long as senior leaders don’t take the time to see, listen, and truly understand what happens during these shifts, the gap remains.

A gap between decisions made during the day…

and their real impact at night.

Mistake #2 Promoting a Manager Without Preparing Them for the Reality of the Shift

Finding managers willing to lead evening, night, or weekend shifts is already a challenge.

The schedules are demanding.

The responsibilities are greater.

Recognition is often limited.

And support…

minimal.

So when an organization finally finds someone willing to take on the role, the temptation is strong to throw them into the job as quickly as possible.

Because the shift needs them.

Because the situation is urgent.

Because we’ve all heard the saying:

“The best way to learn to swim is to jump into the water.”

The problem is…

there’s a huge difference between learning to swim in a swimming pool…

and being thrown into the middle of the ocean during a storm.

Managing atypical shifts is exactly like that.

Constant pressure.

Critical decisions without a safety net.

Everyone looking at you for answers.

A relentless stream of problems from the moment your shift begins until the moment it ends.

Without proper preparation.

Without a clear framework.

Without the tools needed to reduce the pressure and stay in control.

Managers are forced into survival mode.

Sending someone into that reality without preparing them isn’t a learning opportunity.

It’s a risk.

A risk for the organization.

A risk for the manager.

And a risk for the team.

Mistake #3 Mistaking Silence for Stability

In many organizations, we’ve grown up with a deeply rooted belief:

A good manager handles their own problems.

Asking for help is seen as a sign of weakness.

Talking about your struggles feels like admitting you’re not capable.

So the pattern becomes automatic.

You deal with it yourself.

You absorb the pressure.

When your boss asks how things are going…

you answer,

“Everything’s fine.”

And you stay silent about what’s really happening.

From management’s perspective, everything looks reassuring.

The shift is running.

No alarms.

No complaints.

Everything appears to be under control.

Until the day it isn’t.

Then the questions come quickly.

“Why didn’t they ask for help?”

“Were they really the right person for the job?”

“What happened?”

The reality is much simpler.

In leadership…

No news doesn’t necessarily mean good news.

Silence is rarely a sign of stability.

More often, it’s a sign that problems are being managed quietly…

until someone reaches their limit.

Creating an environment where managers feel safe admitting they need help isn’t a luxury.

It’s a leadership responsibility.

Yes.

It creates uncomfortable conversations.

Yes.

It requires time.

But those conversations prevent crises that cost far more.

Mistake #4 Expecting Managers to Extend Their Shifts to Fit Ours

For many evening, night, and weekend managers, support doesn’t happen…

during their shift.

Meetings with Human Resources.

Conversations with their manager.

Important discussions.

Most of them take place either after their shift ends…

or just before the day-shift manager leaves.

For them, this is often the only opportunity to get answers, have meaningful conversations, and discuss issues that deserve more than a five-minute hallway conversation.

But this model comes at a cost.

More stress.

Longer hours.

Growing fatigue.

What often goes unnoticed is how unfair this practice really is.

To provide a night-shift manager with the same level of support that a day-shift manager receives during paid working hours…

we ask the evening or night manager to extend their day.

Without compensation.

Often at the expense of their health.

This isn’t an individual commitment problem.

It’s a structural problem.

And as long as organizations continue designing support around the day shift, this imbalance will remain.

Mistake #5 Leaving Managers Alone With the Toughest Decisions

The problems faced during the day are often the same ones encountered in the evening, at night, or on weekends.

The biggest difference…

is the support available.

During the day, difficult decisions are backed by an entire support system.

Colleagues.

Specialists.

Human Resources.

Senior leaders.

At night…

that support system disappears.

Managers can’t simply wait until morning.

Support is asleep.

But the decision…

can’t wait.

Someone has to decide.

With incomplete information.

Under intense pressure.

Often…

completely alone.

This reality places atypical-shift managers in an impossible position.

Not because they lack competence.

But because they’re expected to make critical decisions without a clear framework or safety net.

If an organization truly wants to retain these managers, keep them engaged, and help them succeed, it must recognize one fundamental truth:

Leaving someone alone with a decision that carries significant consequences is far riskier than interrupting someone’s sleep for a few minutes to think it through together.

In the long run…

the cost of one poor decision made in isolation is far greater than the inconvenience of a 3:00 a.m. phone call.

Mistake #6 Evaluating Performance Using Day-Shift Standards

Performance evaluations usually begin with good intentions.

Being fair.

Being consistent.

Aligning everyone with organizational objectives.

The problem begins when those standards are designed exclusively around the reality of the day shift.

Less visibility.

Fewer interactions with senior leadership.

Fewer cross-functional projects.

Fewer opportunities to be noticed.

On paper…

night-shift management appears quieter.

In reality…

the pressure is simply different.

Managers on atypical shifts spend less time in formal meetings…

and far more time managing people, unexpected situations, and urgent decisions.

They’re expected to maintain stability with fewer resources, less support, and often far less room to maneuver.

When they’re evaluated through the same lens as day-shift managers, a disconnect appears.

Their contribution is minimized.

Their judgment is underestimated.

Their leadership becomes invisible.

This isn’t a performance problem.

It’s a recognition problem.

And over time…

that disconnect becomes expensive.

Disengagement.

Demotivation.

And the loss of talented managers who deserved far better.

Mistake #7 Treating Atypical Shifts as a Constraint Instead of an Expertise

In many organizations, evening, night, and weekend shifts are still viewed as a necessary inconvenience.

An operational constraint.

Something that simply needs to be covered.

That mindset dramatically undervalues the work performed during those hours.

Managing when everything is running smoothly, with every available resource at your fingertips, is one thing.

Managing when everything can fall apart at 2:00 a.m., with a reduced crew, fewer experienced employees, and no immediate support…

is something entirely different.

Atypical shifts require unique competencies.

Sharp judgment.

A high level of autonomy.

A deep understanding of people.

And the ability to make sound decisions under pressure.

Yet these skills are rarely recognized.

Rarely developed.

Rarely celebrated.

Managers are often assigned to these shifts “until something better comes along.”

They’re treated as temporary assignments.

A stepping stone toward a “real” management position.

The message is clear.

What happens at night…

matters less.

Over time, this mindset weakens teams, erodes managers’ motivation, and deprives organizations of a major competitive advantage.

Atypical shifts are not a problem to manage.

They’re an expertise to develop.

And the organizations that understand this…

will always be one step ahead.

These seven mistakes are rarely the result of bad intentions.

They’re the product of management systems designed for a reality…

that simply doesn’t exist at night.

Evening, night, and weekend shifts require something different.

A different presence.

A different framework.

A different way of supporting the people making critical decisions when the safety net isn’t available.

Recognizing these blind spots is an essential first step.

But it isn’t enough.

I’m currently writing an entire book dedicated to managing atypical shifts.

A book built on real-world experience.

Real leaders.

And the realities faced by the people who keep organizations running while everyone else is asleep.

Until then…

if this article helped put words to a reality that too often goes unnoticed…

then it has accomplished its purpose.

Because managing atypical shifts more effectively isn’t about schedules.

It’s about leadership.

Carl-Michael Tessier

An ally to the overlooked managers leading evening, night, and weekend shifts.