Managers on the biggest challenges they face in their job: 'You're no longer the smartest person in the room'

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Ally Perry • Writer and Editor
Jun 29, 2026 11:45 AM EDT

The shift from being an employee to a person who supervises other employees is a big one.

The manager that we have at work informs many things about how good or bad our working experience is. It goes so deep that some like to say that people don't leave bad jobs, but rather bad managers. The fact of the matter is, most workplaces operate in a way that a team leader of some sort is a necessary role. If it is not being filled in a satisfactory way, both the employees and the company will start feeling the consequences.

While many aspire to get to a management level at some point in their career, they do not always appreciate the kind of work that goes into it. A lot of the time, it is a big transition to go from supervised to supervising (with somebody even more important supervising you). One of the reasons that managers do a bad job is that they have not properly considered what it means to take on the responsibility of managing other people. There are numerous factors to consider beyond the fact that you have experienced a slight increase in power and influence.

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  • Cheezburger Image 10642997504
    via LinkedIn Sales Solutions

    A manager discusses something as she sits behind a laptop with a mug by the side

  • The best kinds of people to be a supervisor are the ones who understand that it is a complex role, without allowing that complexity to overwhelm them. This isn't always easy when you are new to the job, and some things can only be learned with experience. Nonetheless, the ability to reflect and modify behavior where possible is invaluable.

    When somebody wanted to know the most important things that a manager should consider when stepping into the role, multiple and varied issues came up. One thing is for sure, it seems like it is best to go into the role with a minimum of ego.

  • What’s one thing you wish someone had taught you before you became a manager?

    I'm researching the challenges new and mid-level leaders face after being promoted-especially those who received little or no formal leadership training.
    via Interesting_Toe8274
  • If you've managed people before, I'd love to hear: What's something you learned the hard way? What caught you completely off guard? What do leadership books never seem to talk about? I'm using these insights for a people- first leadership research project, so I'm much more interested in honest experiences than perfect answers.
    via Interesting_Toe8274
  • DarkMatter-Forever Active listening, you're no longer the smartest person in the room, you're an enabler of other, servant leader so to speak. Once I got ahold of this, it's been very smooth sailing
    via DarkMatter-Forever
  • Creative Business6588 People will talk sh about you even if you're a good manager. EVERY process change will smack you back with a few surprising unintended consequences.
    via CreativeBusiness6588
  • Never complain unless something is nuclear-level bad...your answer to bosses is always, "on it." Document everything, delete nothing.
    via CreativeBusiness6588
  • Never make a decision when you're ped off or taken by surprise (unless you must). If it is not on fire, sleep on it. Keep friendly, use humor, but keep professional distance.
    via CreativeBusiness6588
  • A manager and an employee examining business reports together
    via Getty Images (Unsplash+)

    A manager and an employee examining business reports together

  • DumbNTough Managing up is way harder than managing direct reports.
    via DumbNTough
  • Routine-Argument485 It's not a football team. Each person needs to be managed individually.
    via Routine-Argument485
  • Merlisch Nobody has any power to change anything in the way individual contributers think management does. I am still flabbergasted at how little wiggle room I actually have and how hard it is to get anything done. There's always a reason, and most I agree myself with, why I can't have what my team (or I for all it matters) wants.
    via Merlisch
  • likemi There are no adults in the room.
    via likemi
  • A manager sits at the head of a meeting table with a laptop, talking to his colleagues
    via Getty Images (Unsplash+)

    A manager sits at the head of a meeting table with a laptop, talking to his colleagues

  • Cold_Mastodon_4681 Don't chase trying to make everyone happy. Impossible. Don't waste time on low performers, the investment to impact ratio will be low, invest in performers.
    via Cold_Mastodon_4861
  • 15-20% will be low performers. Act with managing out in mind. from the start with them. Some can improve but majority of them will drain your and teams energy. Build authority, it's earned and not given. Involve people in strategy and stretch by accountability.
    via Cold_Mastodon_4681
  • Yeshua713 A manger is not "in charge" they are in service. You will never be the expert... your job is to best facilitate your employees ability to do their job.
    via Yeshua713
  • Annatole83 The most driven and capable person is not always the most appropriate hire. Some roles are the hare and some are the tortoise.
    via Annatole83
  • Particular-Turn7361 Its a lot more like babysitting toddlers than you'd think.
    via Particular-Turn7361
  • MJblowsBubbles My errors: Don't try to change things so quickly when you start. Your team will resent you for it. Also, finding the line between being friendly and being friends with your employees.
    via MJblowsBubbles

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