In a recent LinkedIn post, Alvin Huang explores the distinct impacts different management styles have on team members, categorizing leaders into three archetypes: those who trap, those who open doors, and those who help people outgrow them. Huang, drawing on a decade of experience building teams, emphasizes that only one of these types is typically remembered with respect, while the others often result in negative experiences.
“Most people have had 3 types of managers. Only one of them is remembered with respect. The other two are just nightmares.”
Distinguishing Between Management Styles
Alvin Huang outlines the key behaviors that differentiate these managerial approaches. He identifies “bad managers” by their tendency to hoard information, avoid difficult conversations, and view team growth as a threat to their own relevance or ego. This approach, Huang argues, keeps employees stuck and hinders their professional development.
The “Bad Manager” Trap
Huang poses a direct question to readers about their own teams: “Ask yourself: who on your team have you stopped investing in?” This prompts reflection on whether leaders are inadvertently creating environments where employees feel stagnant, a hallmark of the “bad manager” who leaves individuals doubting themselves.
The “Good Manager” as a Catalyst for Growth
In contrast, Alvin Huang describes “good managers” as individuals who actively foster growth and provide support. These leaders offer direct, albeit sometimes difficult, feedback and advocate for their team members even when they are not present. According to Huang, this style transforms professional growth from a random occurrence into an expected standard.
“The good managers open doors. ↳ They give direct feedback even when it stings ↳ They advocate for their people when they’re not in the room ↳ Growth stops being a coincidence and becomes the standard”
Huang further encourages leaders to consider their actions in supporting their teams, asking, “When did you last genuinely go to bat for someone on your team?” This question highlights the proactive nature of supportive leadership that aims to empower individuals.
The “Great Manager” Empowers Outgrowing
The highest echelon of leadership, according to Alvin Huang, is the “great manager.” These leaders focus on helping their team members surpass their current roles and even their managers. This involves understanding individual career aspirations and having honest conversations about future paths, even if it means facilitating an employee’s departure to a better opportunity.
“Great managers help people outgrow them. ↳ They ask their best people where they actually want to go ↳ They have the honest conversation even when it leads someone out the door ↳ They know that developing people well is the whole point, wherever it takes them”
Huang suggests a practical exercise for leaders: “This week, ask your top performer what they’re actually building towards.” This emphasizes the importance of strategic mentorship and development, where the ultimate goal is the employee’s success, regardless of its impact on the manager’s immediate team.
Reflections on Leadership and Investment
Reflecting on his own career, Alvin Huang admits to having lost good people, acknowledging that some instances were his responsibility. However, he expresses pride in leading those individuals into whom he invested deeply without expecting immediate returns. As Huang concludes, the focus should be on doing right by people, whether they stay or leave.
The post also includes a promotional element, offering a free download of “The Vault” for leadership systems and encouraging readers to follow Huang for more insights.
📝 About This Content
This article is based on insights shared by Alvin Huang on LinkedIn.
📅 Originally posted on April 14, 2026 | View original post on LinkedIn →