Let’s be real — managing people is hard. It’s not something you magically wake up knowing how to do. It’s a skill, a discipline, and one that takes time, effort, and a whole lot of practice to get right.
The truth is, most managers stumble into leadership without any formal training. They were probably great at their individual roles and got promoted because of it. But managing people? That’s an entirely different game.
Managing People Is a Skill — Not a Personality Trait
Some people think great managers are just born leaders. Nope. Managing people is a skill set, not an innate gift. It’s learnable — but only if you put in the time to learn it.
Think about it: you spend 16-18 years in school learning how to read, write, and do math to get your first job. But after that? Your career success depends more on how well you manage people than anything else.
If you choose the people management career path, your income isn’t based on what you personally produce anymore — it’s based on what your team produces. It’s far easier to get 5, 10, or 15 people to create massive value than to do it all yourself.
The kicker? 90% of your lifetime career earnings will come from your ability to manage people well. Yet most people spend zero hours intentionally learning how to lead.
Investing in this skill set isn’t optional if you want to succeed long-term. It’s the single biggest career move you can make.
8 Most Common Mistakes in Managing People that Managers Make
Let’s break down some of the most common mistakes managers make — and more importantly, how to fix them.
1. Setting Vague or Unclear Expectations Upfront
Nothing sets a team up for failure faster than a lack of clarity. If your team doesn’t know exactly what’s expected of them — in terms of results, behavior, and priorities — you’re asking for miscommunication, missed deadlines, and frustration.
Solution: Be clear. Be ridiculously clear.
Define what success looks like for each role and project.
Set measurable goals and timelines.
Check for understanding — don’t assume they “get it” just because you said it.
2. Failing to Manage Accountability Regularly
Setting goals isn’t enough. If you’re not following up, you’re not managing. Teams need regular check-ins to stay on track and feel supported — not micromanaged, but guided.
Solution: Implement a cadence of accountability.
Weekly or biweekly one-on-one meetings.
Team progress reviews.
Praise wins publicly and address issues privately.
3. Over- or Under-Managing People
Here’s the balance: over-manage, and you smother your team. Under-manage, and they feel abandoned. Both extremes kill motivation and productivity.
Solution: Adapt your style to the individual.
High performers? Give them autonomy and room to run.
Newer or struggling employees? Give more structure and coaching.
4. Tolerating Poor Performance
Tolerating poor performance is like letting weeds grow in a garden — it spreads. It demotivates your top performers (who see nothing happens to low performers) and kills morale.
Solution: Address poor performance early and directly.
Be honest, but compassionate.
Focus on behavior and outcomes, not personal attacks.
Create a performance improvement plan (PIP) if needed — but don’t let bad performance linger.
5. Not Even Being Aware of Poor Performance Until It’s Too Late
If you only find out about poor performance when a project tanks, you’ve waited way too long.
Solution: Stay plugged in.
Regular check-ins aren’t just for accountability — they’re for gathering intel.
Pay attention to the signs: missed deadlines, disengagement, complaints from others.
6. Hiring the Wrong People (or Inheriting the Wrong Ones)
Hiring mistakes are expensive and painful. Inheriting a team that’s not fit for the job? Just as tough.
Solution: Hire slow, fire fast (when necessary).
Get clear on the must-have skills and culture fit before hiring.
For inherited teams — assess fast. Who’s in the right seat? Who isn’t?
7. Mismanaging a Headcount Budget
This is a sneaky one. Hiring too many people too fast? You burn cash. Not hiring enough? Your team burns out.
Solution: Balance is key.
Align your hiring plan with business goals and workload.
Don’t chase “vanity headcount” — more people aren’t always better.
8. Failing to Adapt When Circumstances Change
Teams should evolve with the business. If your market, product, or strategy changes but your team stays the same… you’re stuck.
Solution: Be proactive.
Regularly assess whether your current team setup still makes sense.
Be willing to restructure, upskill, or let people go if needed (even if it’s hard).
So — what kind of manager do you want to be?
The one who stumbles through it, learning only after costly mistakes?
Or the one who levels up, leans in, and gets really good at the skill that defines their career?
The choice is yours — but your team (and your future self) is counting on you to make the right one.
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