Bad Manager or Wrong Chair?

We’ve all heard it: “Employees don’t leave jobs, they leave managers.”

But here’s the question: are all those “bad managers” truly bad… or are they simply in the wrong chair?

The Ripple Effect of Leadership

When someone steps into a leadership role, their impact multiplies. Their ability to inspire, support, and challenge their team can create a workplace where people thrive. On the other hand, poor leadership erodes trust, kills motivation, and ultimately drives good employees away.

One broken decision, one misplaced word—and the trust you worked hard to build can vanish overnight. And restoring it? That’s the hardest part.

The Promotion Trap

Here’s where many organizations stumble: they promote their best technical specialists into management roles.

• They excel in projects.

• They deliver results.

• They’ve been loyal for years.

So, as a reward, they’re handed a team to manage.

But managing humans is not like managing machines, motors, or systems. People don’t always respond with logic, predictability, or consistency. And when brilliant specialists are pushed into people management without preparation, everyone suffers.

The Real Cost

A poor project manager might cost money in lost revenue, delays, or rework. Painful, yes—but measurable.

A poor people manager? The costs are harder to spot at first but much more damaging in the long run:

• Declining morale

• Quiet resignations from your best talent

• Toxic cultures that take years to fix

That’s why leadership positions must never be “thank-you gifts” for years of service. They’re mission-critical roles requiring the right mindset, emotional intelligence, and interpersonal skills.

The Better Alternative

Organizations could do better by creating parallel growth paths:

• One for technical mastery

• One for people leadership

Not every star specialist needs to become a boss. And not every boss needs to be a technical star. Both paths are essential—and both deserve recognition, support, and investment.

So, Ask Yourself

If you’re in leadership today:

• Are you in the right chair?

• Are you equipped with the tools to bring out the best in your team?

• Do your employees feel safe, supported, and inspired under your leadership?

Because in the end, your mindset directly impacts your performance—and your team’s success.

And if you’re ready to strengthen your leadership skills, I’d be glad to support you. Together, we can build the kind of leadership that retains talent, fuels collaboration, and drives results.

Developing Leaders, Not Just Promoting Them

If organizations truly want to avoid the “wrong chair” problem, they need to rethink how they prepare employees for leadership roles. Promoting someone into management without giving them the right tools is like asking a pilot to fly without training—it’s risky for everyone involved.

Here are three key strategies companies can adopt:

1. Invest in Leadership Training Before the Promotion

Too often, training happens after the fact—when problems have already appeared. Instead, offer development programs early so that potential leaders can practice the mindset, skills, and emotional intelligence needed to succeed.

2. Value People Skills as Much as Technical Skills

We celebrate technical mastery, but leadership requires a different toolbox. Skills like active listening, coaching, conflict resolution, and building trust should be treated as critical success factors—not “soft” skills.

3. Create Feedback Loops and Mentorship

New managers need support. Pair them with experienced leaders who can coach them through real-life challenges. Feedback—both from above and from the team they lead—helps prevent blind spots and builds confidence over time.

When organizations put these measures in place, they not only reduce the risk of promoting the wrong person—they also send a clear message: We value people leadership as a profession in itself, not just a step on the career ladder.

Why This Matters More Than Ever

Today’s workforce is changing. Younger generations expect more from their leaders:

• Authenticity instead of authority

• Support instead of micromanagement

• Opportunities for growth instead of rigid hierarchies

If managers don’t rise to meet these expectations, organizations risk disengagement, high turnover, and reputational damage. On the other hand, leaders who can inspire, listen, and adapt will unlock higher performance and stronger loyalty than any bonus or perk could achieve.

So, before labeling a manager as “bad,” it’s worth asking:

• Were they given the right preparation?

• Are they sitting in the right chair?

• And if not, what can we do to help them succeed—or redirect their talents where they truly shine?

Because the truth is: a company’s success depends less on having the “best people” and more on having the right people in the right seats.

If you’re a leader (or about to become one), and you’d like tailored support in developing the skills that really make teams thrive, I’d be glad to help. Let’s connect and explore how you can become the kind of leader people want to follow.

—
Carl Michael Tessier- MSc.  MBA
Coach in high-performance team development & tailor-made leadership support