Why You Can’t Keep Good Managers (And What They’re Not Telling You)

Do not promote technicians to management roles based solely on tenure; instead, identify those with strong leadership and communication skills, and create clear job specifications for every role.

Allow internal team members to apply and interview for new positions, ensuring the selection process is merit-based and not driven by perceived entitlement from seniority.

Recognize that mid-level managers often prefer stability and incremental improvements over constant, radical changes; excessive pivots can lead to burnout and departures.

Empower your managers with autonomy to identify problems, propose solutions, and execute without constant interjection, even if it means allowing for occasional mistakes.

Cultivate a company culture that caters to the preferences of managers (e.g., stability, refined processes) rather than mirroring the entrepreneur's need for constant, rapid change.

Encourage managers to challenge ideas (not people) and foster an environment where constructive feedback and disagreement are welcomed, promoting better decision-making and engagement.

Unlock discretionary effort by giving managers ownership and credit for their initiatives, allowing them to feel valued and invested in the business's success beyond their paycheck.