Good vs Bad Manager – Which One Are You?

“People don’t leave bad companies — they leave bad managers.”

Every manager wants to believe they’re a “good one.”
But leadership isn’t about your title — it’s about your impact.

Are your people growing, engaged, and clear about where they’re headed?
Or are they quietly disconnecting, second-guessing themselves, and waiting for direction?

The difference between a good and bad manager comes down to four key areas:

Team Alignment, Psychological Safety, Mastery & Autonomy, and Communication.

Let’s unpack each — and test where you stand

1. Team Alignment — Purpose, Vision & Values

Ask yourself:

“Do each of my team members know and feel connected to the purpose, vision, and values of our organization?”

If the answer is “not really,” you’ve found your first leadership gap.

A good manager ensures everyone understands why their work matters — not just what they do.

Vision and Purpose:

• Can every employee clearly state your company’s purpose?
• Do they understand how their role connects to that purpose?

When people understand how their daily work contributes to the big picture, their engagement skyrockets.

Core Values:
Values can’t live in a PowerPoint deck — they have to live in your team’s behavior.

Ask yourself:

• Am I modeling our core values every day?
• Do I recognize and reward people when they demonstrate them?

Keep purpose and values visible — in meetings, goals, and performance conversations.
And when someone goes above and beyond in line with your values, link the reward directly to it.

2. Psychological Safety — Can Your Team Speak Up?

“If you’re fostering a psychologically safe environment, your people will tell you the truth.”

According to Gallup, only 3 in 10 employees strongly agree that their opinions count at work.
That’s a big problem — because ideas, innovation, and engagement all die in silence.

A good manager creates a culture where people can speak up without fear of embarrassment or punishment.

Here’s how:

• Model open-mindedness — especially when challenged.
• Encourage debate without blame.
• Conduct “autopsies without punishment” when things go wrong.
• Ask for feedback — and thank people for giving it.

Psychological safety doesn’t mean lowering standards. It means building trust that allows people to take smart risks and share honest input.

3. Mastery & Autonomy — Let People Own Their Work

Ask yourself:

“Do my team members have both ownership and opportunity for growth?”

Good managers don’t hoard decisions — they build capability.

Micromanagement kills trust. Delegation builds it.

Give your people room to experiment, make decisions, and learn from mistakes.
Then coach them through reflection — not correction.

Encourage mastery by investing in development and recognizing progress.
When people feel trusted and equipped, accountability becomes intrinsic — not imposed.

As Daniel Pink says in Drive, the keys to motivation are:

• Autonomy (the freedom to choose how to work)
• Mastery (the desire to get better)
• Purpose (the reason it matters)

Great managers cultivate all three.

4. Communication — Clarity Creates Confidence

How well do you communicate expectations, strategy, and progress?

Your people shouldn’t have to guess what success looks like.

A good manager sets clear goals, defines accountability, and ensures everyone understands how their performance will be measured.

Build communication habits like:

• Weekly one-on-one check-ins
• Transparent team updates
• Regular progress reviews (not just annual appraisals)

And remember: communication is a two-way street.
Active listening builds trust faster than polished speeches ever will.

The Self-Check: Good vs Bad Manager

Reflect on these four areas:

1. Team Alignment: Do my people know the purpose and vision?
2. Psychological Safety: Can they speak up without fear?
3. Mastery & Autonomy: Do they own their work and feel challenged?
4. Communication: Do they know what’s expected and how they’re doing?

If you can confidently answer yes to all four — congratulations, you’re building a culture of trust and performance.

If not, that’s your development roadmap.
Because good leaders are made, not born.

Want help building a culture of accountability and engagement?

Contact me at tedb@strategyandexecution.com.au to schedule a free 30-minute discovery meeting.

TED BONEL, SCALING UP PRACTITIONER – STRATEGY & EXECUTION BUSINESS ADVISORS

Are you looking to scale your business and execute strategy with clarity and impact? I help CEOs and founders turn big ideas into real-world results, guiding small to mid-market companies through tailored strategic insights that drive growth.

My expertise lies in simplifying complexity – bridging high-level strategic frameworks with the practical realities of running a business. Unlike many consultants who focus solely on theory or execution, I specialise in both—translating strategy into actionable, transformative steps that deliver lasting results.

Want help building a culture of accountability and engagement?

Contact me at tedb@strategyandexecution.com.au to schedule a free 30-minute discovery meeting.

ABOUT STRATEGY & EXECUTION

For over 20 years, Strategy & Execution has supported leaders and organisations in developing and executing winning strategies. We provide expert facilitation, executive education, and hands-on consulting to help businesses refine their strategic direction and implement it effectively.

Using proven methodologies like Scaling Up, E-Myth Mastery, Outthinker, and more, we challenge conventional thinking and equip organisations with the tools to accelerate growth. Our approach is dynamic—combining deep business experience with practical execution. We don’t just advise; we roll up our sleeves and work alongside you to make strategy happen.

If you’re preparing for a strategy development or execution challenge and are committed to creating real value, we’d love to hear from you. Learn more about our work or upcoming workshops