They say good managers aren’t born – they’re sculpted, chiselled by experience, and refined by a wide array of tools, skills, knowledge, and talents. Yet, as managers continue to develop their talent, the stakes become higher and the margin for error is razor-thin.

While the role of a manager has evolved with the changing tides of the modern workplace, some qualities remain timeless. Strong communication skills, active listening, and the ability to offer unwavering support to their teams are still cornerstones of good management.

Equally critical is the alignment of a team’s goals with the overarching mission of the organisation. Building an inclusive and positive atmosphere isn’t just a box to tick – it’s the bedrock upon which a thriving corporate culture is built. Moreover, dodging the trap of micromanagement and mastering the art of delegation are essential skills that can make or break a manager’s success.

The blueprint for good management is clear, yet many find themselves stumbling, often because the reasons for failure in a managerial role aren’t as well understood. From the sheer pressure of the job to the increasing complexity of tasks in today’s work environment, the challenges are manifold.

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Managers take on 51% more responsibility than they can shoulder

According to Gartner, the global shift has dramatically increased the expectations placed on managers, turning their roles into a delicate balancing act that’s increasingly difficult to perform.

Consider these numbers: a December 2022 Gartner survey of over 6,000 individual contributors and managers revealed a harsh reality—77% of employees now expect greater support from their managers. Yet, managers are being asked to juggle 51% more responsibilities than they can effectively handle. This gap arises from an increased number of direct reports, the complexity of tasks, and the demands of overseeing hybrid teams while managing back-office mandates. Over the past six years, the average number of direct reports to a manager has nearly tripled, amplifying the pressure to deliver.

The fallout from these mounting pressures is significant. Gartner's research shows that 54% of managers are battling stress and fatigue, and 44% are struggling to provide personalised support to their direct reports. These challenges are causing a noticeable dip in managerial effectiveness and overall job satisfaction.

In fact, one in five managers would prefer to sidestep the responsibility of people management altogether if given the chance. Additionally, nearly half of all managers (48%) are at risk of failure due to inconsistent performance and a lack of confidence in their leadership abilities—both of which are critical to team success.

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The Peter Principle: Rising to the level of incompetence

When you dig deeper into the data, it becomes clear that many managers are promoted based on their performance in individual contributor roles, without necessarily possessing the skills or training needed for effective management. This phenomenon, known as the "Peter Principle," suggests that employees rise to their level of incompetence, where past success does not guarantee future performance in a managerial role.

Managers, particularly in technical fields, may excel in their areas of expertise but stumble when it comes to people management, often due to insufficient training and development.

Managerial failure refers to a manager's inability to meet the expectations and responsibilities of their role, which manifests in several negative performance indicators. This failure can be measured by metrics such as employee satisfaction and retention, the achievement of organisational goals, and team operational efficiency.

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A manager may be deemed unsuccessful if their team exhibits high turnover rates, poor performance, lack of commitment, and frequent internal conflicts. Furthermore, negative perceptions of leadership by the team, coupled with an inability to achieve set goals and adapt to organisational changes, are clear signs of management failure.

Numerous factors can lead to such failure. One way to avoid these pitfalls is to be aware of the most common reasons for failure and work to reverse them through training and a proactive attitude. Here are the five most frequent culprits:

5 common reasons for managerial failure

Overwhelming responsibilities

Managers are saddled with 51% more duties than they can manage, leading to stress, fatigue, and diminished performance.

Inconsistent performance

Nearly half of managers struggle with inconsistency in meeting business objectives, which undermines team dynamics and outcomes.

Lack of confidence

A significant number of managers lack confidence in their abilities, leading to poor decision-making and low team morale.

Inadequate training or background

Many managers are promoted without the requisite training or experience, resulting in a mismatch between their skills and their new roles.

Self-oriented behaviour

Managers who are more focused on personal ambitions than team success can create a divisive environment, which hampers overall performance.

The findings from Gartner underscore an urgent need for organisations to rethink how they prepare and support their managers. As the managerial role becomes ever more demanding, companies must invest in targeted training and development programmes to equip managers with the skills they need to lead effectively in a hybrid work environment.