The High Cost of ‘Tutting’: Leanne Bridges on Management Fumbles

In a recent LinkedIn post, Leanne Bridges shares a candid personal anecdote to highlight common, yet damaging, management behaviors. Bridges details an early career mistake from her first management role at a new Tesco store, where, at just 17 years old, she struggled to train a slower-learning employee. Instead of seeking help or employing a constructive approach, Bridges admits to resorting to passive-aggressive tactics.

The Unprofessional ‘Tut’ and Its Lingering Impact

Bridges recounts her initial panic and fear of appearing incompetent, which led her to express frustration through non-verbal cues. “I didn’t want to look incompetent, so I didn’t ask for help,” she writes. This decision resulted in her exhibiting unprofessional behavior towards the trainee.

“Instead I tutted, huffed and rolled my eyes, hoping she’d take the hint and go faster.”

The situation escalated when the employee complained to Bridges’ manager. While the incident was addressed and apologies were made, the experience left a lasting impression on Bridges. The awkwardness of the situation was amplified weeks later when she encountered the same employee at a family party, discovering she was related to her then-boyfriend.

Recognizing the Modern-Day ‘Tutting’ in Management

Bridges uses this personal story to draw parallels with contemporary workplace dynamics, suggesting that many managers still exhibit similar behaviors, albeit perhaps less overtly. She points out that these actions, while not always as stark as a tut, carry the same negative impact.

Subtle Signs of Managerial Frustration

According to Leanne Bridges, these modern manifestations of ‘tutting’ can include:

• Sighing when an employee asks a question for the second time.
• Taking back work to complete it themselves because it seems faster than explaining it again.
• Giving curt responses in front of other team members.

Bridges argues that these behaviors stem from a similar root cause: managers who see an employee struggling but lack the skills or confidence to address it directly and constructively.

“They can see someone isn’t keeping up and they don’t know what to do about it. So they show it instead of saying it.”

She emphasizes that the employee on the receiving end might actually be highly committed and capable, simply requiring a different management approach or more time to grasp concepts. Leanne Bridges notes the importance of supportive management, recalling how her own manager’s intervention and the subsequent embarrassing encounter served as powerful learning experiences.

The Call for Better Management Support

The core of Bridges’ message is a call for greater self-awareness and accountability among managers. She questions who is holding managers accountable for their interpersonal conduct, especially when they excel at tasks but falter in team interactions.

“Who’s pulling your managers up on theirs?”

Leanne Bridges concludes by offering assistance to those who recognize these patterns in their own managers, suggesting a path towards more effective leadership. Her post serves as a potent reminder that even subtle expressions of impatience can undermine trust and hinder employee development, underscoring the need for empathy and effective communication in all levels of management.