Telling someone what you don't want is not the same as defining what good actually looks like.

You slide a printed document back across the desk, circle three separate paragraphs in red ink, and tell your team member that the tone is off. You explain precisely why it misses the mark, what the client will reject, and where the strategic argument falls apart.

Be honest, as an HR professional how much of your time is actually spent on strategic people initiatives, and how much is spent hand holding under-confident managers?

Data from Leadership IQ found that 67% of managers regularly avoid or delay giving critical feedback, and HR executives would only trust about 35% of their managers to handle difficult conversations without HR sitting in the room.

We all know line managers are the engine room of business execution. You need to train, support, and empower them that’s a given.

What’s far less clear is deciding where to put your L&D budget for maximum impact.

Instead of relying on guesswork or generic surveys, real-time insights from managers using our pocket 24/7 management coach DannyAI, show the exact three issues keeping them up at night.

HR managers, directors, or members of the C-suite team, when your people managers are struggling, they rarely raise their hands and ask for help. Instead, the warning signs show up in their daily habits and how their team operates.

Here are the four-manager persona’s that are a telltale sign that your manager needs some support:

I spend a lot of my week chatting with managers who are genuinely trying their best to be supportive. They sit down for their 1-to-1s or their team meetings with the best of intentions.

Yet, so often, their team members leave those meetings feeling like they’ve just been through a box-ticking exercise.

How well do you delegate? Are you sure?

Delegation is the subject I find new managers struggle with the most.