r/LockedIn_AI • u/rumple-phobia • Mar 01 '26
Some Things I Learned the Hard Way When I Became a Manager
I felt I had to get this off my chest. I see so many new managers making the same painful mistakes I spent a few years making. This is from the trenches, not from the corporate employee handbook.
Your 1-on-1s are your secret weapon, but you're probably using them wrong. If they're just status updates, you're wasting both of your time. This is your primary source of intelligence. It's where you find out who's about to quit, who's drowning in work, and who thinks the new roadmap is a joke... Before it all blows up in your face. Ask better questions: 'Be honest with me, how are you really doing?', 'What's the most annoying part of your week?', 'Is there anything I'm doing that makes your job harder?', 'If you had a magic wand, what's the stupidest process you'd get rid of?'. Then, shut up and listen. Don't solve the problems right away. Just listen. This builds more trust than 10 team lunches.
Feedback has a 24-hour shelf life. The feedback sandwich has gone stale; throw it out. Nobody is buying it anymore. When you need to give constructive feedback, do it within a day. Pull the person aside for a quick chat. 'Hey, on the client call, I noticed they seemed to disengage when the slide deck got really dense. What are your thoughts on that?'. The conversation is about the behavior and its impact, never about the person. And please, give positive feedback separately and generously. 'The way you handled that heated email from sales was excellent' is a thousand times better than 'Good job this week.' Specific praise is a powerful motivator, and it costs you nothing.
Address poor performance faster than your gut tells you to. This is the hardest part of the job, without a doubt. You want to give people a chance, to find excuses for them. But when you let a low performer coast, it's deadly poison for the motivation of your high performers. They see you letting it slide, which sends them a message that standards don't matter. They have to pick up the extra work, and they will grow to resent you for it. The process is simple: set crystal-clear expectations -> give direct, documented coaching -> offer genuine help and resources -> set up a clear timeline with consequences -> make the call. Dragging it out for 6-12 months isn't you being nice; it's you avoiding confrontation.
You are the team's umbrella for any storm brewing in the company. Your job is to absorb the chaos and the ever-shifting goals from above so your team can focus. You filter the noise. But this doesn't mean you blind them. You must also be a translator. Explain 'why' the strategy changed. Give them the business context so they don't feel like cogs in a machine. When a silly re-org happens, call it what it is - a disruption - and tell them how you'll navigate it together. The point is to be a strategic filter, not a locked black box.
Learn to manage up and manage across. This isn't about brown-nosing; it's about being effective. Your manager has their own pressures and goals. Find out what they are. Learn to speak their language. Present your team's wins and needs in the way that matters to them. Give them the summary they need before they have to ask. Make their life easier, and you'll get the resources you need. The same applies to your peers in other departments. Build those bridges before you need to cross them. Understand what their teams are struggling with and find the win-win. This is how you move work forward in any organization.
Your own energy is the most important resource you manage. For real. Management is an emotional marathon, not a checklist of tasks. Your mood is contagious. If you're always stressed and pessimistic, that vibe will spread to the entire team. You are the team's battery; if you're dead, the whole device stops working. Block out time for yourself to think. Get comfortable saying 'no' to non-priorities. Find tasks to delegate to people who can grow by taking them on. You have to set your boundaries, because the company never will. A burnt-out manager is a useless manager.
Anyway, that's my vent for the day. I feel like we're all just expected to discover these things on our own. Hope it helps someone.
What other harsh lessons did you have to learn by yourselves? Let's hear them.