Why great managers struggle with people issues – and how to fix it.

​You’re in a leadership meeting reviewing quarterly results. The numbers look good - until someone raises a persistent performance issue in a key team.
You sigh because you’ve heard this before.
The manager responsible is technically brilliant, yet somehow, you’re still dealing with people problems that should have been resolved months ago.
​Sound familiar? It’s not just you ….and the reason isn’t what you think.

Contents

• Managers are great at their jobs – so why do people issues scare them?
• Why managers excel technically but struggle with people issues
• The hidden cost of avoidance
• Why traditional fixes don’t work
• The real fix: Skills, Tools and Support
• What this means for senior leaders
• Next steps for you
• Manager development options
• FAQ's

​Managers are great at their jobs – so why do people issues scare them?

Your frontline managers are technically brilliant. They know the business inside out. They speak confidently with customers and suppliers, solve operational problems, and keep things moving.

But when it comes to managing people, many hesitate.

They procrastinate on difficult conversations. Performance issues aren’t dealt with. Conflicts may arise. 

As a senior leader, you’ve probably asked yourself:
“Why am I still dealing with this? Isn’t that what managers are for?”

The truth is, managers aren’t avoiding people issues because they don’t care.

​They’re avoiding them because they feel unequipped to handle what seems messy, emotional, and unpredictable.

​Why managers excel technically but struggle with people issues

Managers are promoted because they’re good at their jobs. They know the systems, the processes, and the technical side of the business. They’ve earned trust through doing their job competently and diligently.
​ 
But managing people is different. It’s not about fixing a machine or solving a supply chain problem. It’s about navigating emotions, personalities, and behaviours. And that’s what feels risky.

Here’s what’s really going on:

• Fear of emotional reactions. What if the employee gets upset, cries, or lashes out?
• Fear of damaging relationships. Managers want to be liked (this is just human nature). They worry that being firm will make them unpopular.
• Fear of losing staff. Even if the employee isn’t performing, losing them creates a gap. A vacancy means more work for everyone.
• Fear of getting it wrong. Without training or a clear framework, managers worry about saying the wrong thing and making things worse.

These fears are human. But they come at a cost.

​The hidden cost of avoidance

When managers avoid tough conversations, the impact ripples through the business:

• Performance declines – issues compound and reduce productivity.
• High performers disengage – high performers lose motivation when poor behaviour isn’t dealt with appropriately.
• Culture erodes when people aren’t held accountable for their actions.
• Senior leaders forced to step in – instead of focusing on strategy, you’re firefighting.

​According to Gallup, managers account for 70% of variance in team engagement yet most receive less than 10 hours of training on handling performance issues. That gap is costing you time, money, and morale.

​Why traditional fixes don’t work

​Here’s what often happens. Senior leaders get frustrated and push harder. They tell managers to “step up” or “be tougher.” This approach is rarely successful; the pressure ends up creating anxiety rather than building confidence.
Managers don’t need more pressure. They need more skills, tools, and support.

​The real fix: Skills, Tools and Support

So, how do you help managers move from fear to confidence?

1. Give them a framework
Managers need a clear, repeatable process for handling performance conversations. When they know what to say, how to say it, and what steps to follow, their fear decreases.

2. Build skills through practice
Practising tough conversations in a safe environment helps managers feel prepared when the real moment comes. They can practice with their boss, HR Manager or in front of the mirror! If allowed, AI assistants are very useful in role playing scenarios (and never judge).

3. Shift the mindset
Helping managers see these conversations as a way to support improvement (not punish failure) changes everything. Believe it or not, most people crave feedback, even if it’s highlighting an area of improvement. If they don’t receive the feedback they are not likely to be aware of their development areas and as a result will not have the opportunity to improve.

4. Provide ongoing support
One-off training isn’t the answer. Managers need coaching, feedback, and reinforcement to turn skills into habits.

​What this means for senior leaders

​If you’ve ever thought “Why am I still dealing with this?”
You’re not the only one and it’s more common than you may think.

But the solution isn’t replacing managers or doing their job for them. It’s equipping them to lead confidently.

Because when managers stop avoiding people issues:

• Performance improves
• Retention stabilises
• Culture strengthens
• Senior leaders get their time back

Your managers are good at their jobs. They’re confident, capable, and committed. But when it comes to people, fear takes over.
​
The good news? With the right tools, skills, and mindset, managers can handle tough conversations with confidence, and your business will feel the difference.

​Next steps for you?

​Investing in manager capability is a strategic imperative for performance, retention and a positive workplace culture.

Learn more about our manager development services

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FAQ's

Why is it important for managers to address people issues directly? 

​Addressing people issues helps improve performance, stabilise retention, and build a stronger workplace culture. When managers confront challenges confidently, senior leaders also reclaim valuable time.

What stops managers from handling tough conversations at work?

​Even capable and committed managers can let fear take over when it comes to people matters. This hesitation often stems from a lack of confidence, skills, or tools needed to navigate difficult discussions.

How can organisations help managers become more effective leaders? 

​Equipping managers with the right tools, skills, and mindset empowers them to lead confidently and handle challenging conversations, positively impacting the whole business.

What are the benefits of investing in manager capability? 

​Investing in manager capability is a strategic imperative for boosting performance, retaining talent, and creating a positive workplace culture.

Is replacing managers the best solution to people issues? 

​No, the solution isn’t to replace managers or do their job for them. Instead, organisations should focus on supporting managers to develop the confidence and skills necessary to lead their teams effectively.