If you’re quick to bark orders, you’re probably a nightmare to work with; if you’re always reminiscing about the “good old days,” you’re likely seen as out of touch.
Ah, the simplicity of workplace communication.
But here’s the kicker: Managing isn’t so black and white.
In fact, being a leader in today’s digital age requires understanding and adapting to new ways of thinking.
That means letting go of some outdated behaviors that might be dragging your team down.
Some managers, particularly boomers, struggle more than others with this transition.
And that’s because they often exhibit these eight specific behaviors.
Stay tuned to find out if you’re guilty of any of these management faux pas:
1) Resistance to technology
Technology is like a wild horse—it’s untamed, unpredictable, and if you’re not careful, it can easily throw you off.
But once you learn to ride it, it can take you places faster than you ever thought possible.
However, some managers, especially boomers, prefer to keep their feet firmly on the ground.
They shy away from new technological advancements, relying on what they know best.
But here’s the rub: In today’s digital world, that kind of thinking can leave your team feeling frustrated and stuck.
Why? Because technology is not just about efficiency—it’s about connectivity.
It opens up new channels of communication, fosters collaboration, and enables remote work.
When you resist technology, you’re not just being old-fashioned.
You’re closing doors that could lead to exciting opportunities for your team.
2) Micromanaging everything
Allow me to share a little personal anecdote: Early in my career, I worked under a manager who wouldn’t trust us to handle any task by ourselves.
Every single detail had to go through him first, from drafting an email to selecting the color of the post-it notes—it was suffocating.
In retrospect, I understand that his intention was to ensure quality and consistency.
But, in reality, it had the exact opposite effect.
It stunted our growth, drained our motivation, and created an environment of fear and mistrust.
Now as a manager myself, I realize the importance of trusting my team.
I know that everyone has unique skills and perspectives that can add value to our work; I know that by giving them space to make decisions and learn from their mistakes, I’m not only helping them grow but also fostering a culture of innovation and collaboration.
Remember, if you’re micromanaging every little thing, you might be making it harder for your team to perform their best.
3) Ignoring work-life balance
Work-life balance isn’t a new concept.
The term was first coined back in the 1980s as more and more people began to express concern about the increasing time demands of their jobs.
But here’s something you might not know: In the Middle Ages, workers had far more leisure time than we do today.
Historians estimate that medieval peasants enjoyed between 120 and 150 days off a year—that’s almost half the year!
Fast forward to today, and we’re lucky if we can squeeze in a two-week vacation.
As a manager, if you’re expecting your team to be available 24/7, you’re not just ignoring a modern workplace expectation—you’re going against centuries of human history.
Everyone needs downtime to recharge, including your team members.
Ignoring work-life balance isn’t just an outdated behavior—it’s an exhausting one.
4) Sticking to traditional hierarchy
Picture this: A pyramid—at the top sits the manager, the middle is filled with mid-level employees and the bottom is crowded with entry-level workers.
This is the traditional hierarchy that’s been followed in workplaces for decades.
However, the times are changing.
In today’s collaborative work environment, a more horizontal structure is often more effective.
This model promotes open communication, idea sharing, and a sense of equality among team members.
However, some managers, stuck in their old ways, still cling to the pyramid.
They believe in “top-down” communication and decision-making, where those at the top have all the power and those at the bottom simply follow orders.
The problem? This approach can lead to disengagement and resentment among team members.
It can stifle creativity and discourage initiative.
If you’re still sticking to traditional hierarchy, you might be making yourself an exhausting manager to work for.
5) Unwillingness to adapt
I’m a creature of habit—I have a set routine, I prefer familiar surroundings, and I like to stick to what I know.
But as a manager, I’ve had to learn the hard way that being unwilling to adapt can be detrimental.
Let me tell you, it wasn’t easy.
The first time I had to implement a new software system, I was resistant.
I was comfortable with our old system and saw no need for change.
Yet, as time went on, I realized that my unwillingness to adapt was holding my team back.
They were eager to explore the new system, convinced that it would streamline our processes and make us more productive.
Eventually, I gave in and let them run with it.
And you know what? They were right.
As managers, we need to be open-minded and willing to adapt, especially in this ever-evolving digital age.
If we’re not, we risk becoming an exhausting manager to work for.
6) Relying solely on experience
Experience is a valuable asset in the workplace—it equips us with knowledge, skills, and insights that can only be gained through time.
Here’s an interesting twist, though: Relying solely on experience can actually be a drawback.
Think about it: If you’re always referencing “how things used to be done,” you might miss out on new and innovative solutions.
You might become rigid, unable to see beyond the tried-and-true methods.
Furthermore, constantly reminding your team about your years of experience can create a divide.
It can make them feel undervalued and disregarded, especially if they’re younger or less experienced.
While experience is important, it’s equally important to stay open to fresh ideas and perspectives.
Wisdom isn’t just about looking back—it’s also about looking forward.
7) Overemphasis on formalities
In the past, workplaces were all about formalities.
Strict dress codes, rigid protocols, and formal communication were the norms.
In today’s modern work setting, things have become a bit more casual.
Now, this doesn’t mean professionalism has gone out the window.
It simply means that there’s room for a more relaxed and personal approach.
If you’re still insisting on formalities at all times, it can create a stiff and impersonal work environment.
It can hinder open communication and make it difficult for your team to express their ideas freely.
While it’s important to maintain professionalism, don’t let an overemphasis on formalities make you an exhausting manager to work for.
8) Lack of empathy
At the end of the day, we’re all human—we have good days and bad days, highs and lows, successes and failures.
As a manager, it’s crucial to understand this.
If you lack empathy, if you’re unable to connect with your team on a human level, it can lead to a toxic work environment.
Your team members may feel undervalued, misunderstood, and unappreciated.
People don’t leave jobs—they leave managers.
A lack of empathy can make you the kind of manager people want to leave.
Time to reflect
As you journey through these lines, you might have recognized yourself in some of these behaviors.
That’s okay, we’re all human—we make mistakes, we learn, and we grow.
Being a manager is about recognizing our flaws and making an effort to improve, understanding that the world is changing, and acknowledging what we need to change along with it.
The best managers are not those who cling to their old ways, but those who are willing to adapt, learn, and grow.
Take a moment to reflect: Are there any behaviors you need to let go of? Any changes you need to make?
The answers might just make you not just a better manager, but a better person as well.
After all, as Peter Drucker famously said, “Management is doing things right; leadership is doing the right things.”
Who knows? You might just find that letting go of these outdated behaviors makes your journey as a manager less exhausting and more fulfilling.
At the end of the day, being a great manager isn’t about asserting power—it’s about empowering others.
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