Why Managers Aren’t Doing Their Jobs (And How to Fix It), According to Leanne Bridges

In a recent LinkedIn post, Leanne Bridges discusses a common and costly business problem: managers who are present and busy, but not performing the core functions they were hired for. Bridges highlights a scenario involving three managers, each costing the company £200k in total salary, who were all performing tasks worth only £30k, resulting in a significant financial drain of £110k due to misallocated effort.

Bridges details how these managers were bogged down in operational minutiae rather than strategic responsibilities. The operations manager was reportedly fixing equipment and handling crises, the project manager was taking on tasks meant for the team, and the sales director was chasing invoices and rewriting proposals. This left little room for proactive thinking or the work necessary to grow the business.

The Disconnect Between Management Intent and Team Action

According to Leanne Bridges, the issue often lies not in a lack of communication from leadership, but in the effectiveness of that communication. She points out that while the Managing Director in her example had been clear and supportive, and had multiple conversations with the team, the message wasn’t translating into changed behavior.

“The managers heard what was expected. They just didn’t change how they worked.”

This observation forms the crux of Bridges’s argument: simply repeating expectations is insufficient if the underlying approach to communication isn’t resonating. The managers understood the directives but failed to alter their daily work habits, leading to continued frustration for the MD.

Beyond Conversations: Addressing the Communication Breakdown

Leanne Bridges emphasizes that the common sticking point for many MDs is not a failure to speak, but a failure to be heard effectively. She critiques the common practice of repeatedly having the same conversations without achieving results.

“That’s the bit most MDs get stuck on. It’s not that they haven’t said it. It’s that the way they’re saying it isn’t getting through.”

Bridges suggests that the conventional approach of direct conversation, even when repeated, can be ineffective if it doesn’t prompt a shift in managerial behavior. The key, she implies, is to find communication methods that actually lead to behavioral change and improved performance, rather than just acknowledgment.

The Cost of Ineffective Management

The scenario presented by Bridges underscores a significant financial and operational inefficiency. When skilled, well-paid managers are engaged in low-value tasks, it not only represents a direct salary cost for work not being done but also hampers business growth. As Bridges illustrates:

“3 managers. Total £200k. All doing £30k work. That’s £110k in salary spent on the wrong work.”

This stark financial breakdown serves as a powerful illustration of how misaligned responsibilities and ineffective communication can lead to substantial financial waste and stifle a company’s potential. Bridges concludes by offering a solution, inviting those facing similar challenges to reach out for guidance on what truly resolves such persistent issues.