Uncovering the Untold Truth of Failing Managers and the Blame Game

17 Jan 2024 · 1 min

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In this brief talk, the speaker highlights a common but overlooked problem: many newly promoted managers fail within their first 18 months, yet remain unaware of their shortcomings because they stay employed. Instead of examining their own performance, they tend to blame external factors—poor hires, lazy employees, inadequate tools, or flawed processes. The speaker argues that the root cause often lies in the managers' own communication, interaction, and leadership skills. By improving these personal competencies, managers can extinguish many of the daily “fires” they encounter and turn failure into success.

Chapters

Managers fail in their first 18 months of promotion. The problem is they don't know it because they stay employed. What— this is going to be relatable to a lot of people listening to this. What they end up doing with their failures, they blame others. It's hard to hire people. These people are lazy. We need better tools. We need better processes. And the fact of the matter is, a great deal of what the challenge they're facing is coming from how they're communicating, interacting, leading people. You fix that alone, and you can fix a lot of the fires that you fight all day.