Why Experienced Managers Still Need Guidance: Leanne Bridges Explains

In a recent LinkedIn post, Leanne Bridges explores a common yet often misunderstood challenge faced by business leaders: experienced managers who, despite their tenure, are not managing effectively. Bridges highlights a specific case of a managing director (MD) whose three experienced managers consistently failed to manage, instead deferring to the MD for decisions and problem-solving.

Bridges frames the issue not as a lack of clarity from the leader, but as a misunderstanding of the individual needs of each manager. She writes:

“He’d been clear that everyone could just do what they thought best. He supported them. But still they kept coming to him.”

The Root Cause: Misaligned Support

The core of Bridges’ argument is that while the MD had communicated expectations, he hadn’t addressed the underlying reasons why his managers were unable to act autonomously. She details how each manager exhibited a different pattern of dependency:

• The operations manager frequently sought ‘quick questions,’ indicating a need for reassurance.
• The commercial lead deferred difficult client conversations, suggesting a lack of confidence or skill in handling objections.
• The finance manager presented problems without solutions, pointing to an inability to formulate viable recommendations.

As Leanne Bridges explains, the MD’s repeated instructions to “come with solutions not problems” were ineffective because the finance manager didn’t possess the necessary skills to identify or propose such solutions.

Tailoring Interventions for Managerial Growth

Bridges emphasizes that effective management development requires a personalized approach. According to her analysis, the MD’s success came when he shifted from general directives to understanding and addressing the specific psychological drivers and skill gaps of each manager.

Addressing Operational Hesitation

For the operations manager, the issue stemmed from a fear of making mistakes. Bridges notes:

“His ops manager kept checking because he didn’t like to get things wrong.”

By understanding this fear, the MD could adjust his responses, providing the right kind of support that fostered confidence and reduced the need for constant validation. This targeted approach led to a noticeable change within weeks.

Empowering Commercial Conversations

Similarly, the commercial lead’s reluctance with difficult clients was not due to apathy, but a lack of specific communication strategies. Bridges points out:

“She didn’t know what to actually say when a client pushed back.”

Once this skill gap was addressed and she gained confidence in her ability to handle objections, her reliance on the MD diminished.

Developing Financial Acumen

For the finance manager, the problem was more complex. Simply being told to bring solutions was insufficient. Bridges explains the breakthrough came when they worked on defining what constituted a “good commercial solution.” This enabled the finance manager to move beyond merely identifying issues and start offering actionable recommendations that the MD could effectively work with.

Leanne Bridges concludes her post by offering her expertise to leaders facing similar challenges, suggesting that understanding the ‘why’ behind managerial behavior is key to unlocking their potential.