Managers in small businesses rarely step into the role fully prepared.
They're often the person who was doing a great job, got recognised for it, and suddenly found themselves responsible for others as well. There's rarely any real development, so they do what most people do: they copy what they've seen before, whether that came from a current boss, a previous one, or even a teacher who seemed to have things under control.
Some of that works. A lot of it doesn't.
Not because they're not capable, but because managing people is a different job entirely, and without clear guidance, it's easy to fall into a few very familiar traps.
The Seven Familiar Traps
The Octopus
This manager keeps hold of as much work as they can. They step in, pick things up, and try to control everything, because it feels like the safest way to get the right result. The issue is not effort - it's that their team never quite get the chance to learn and develop. The shift the octopus needs to make is simple, but not easy. Your job is no longer to be the one who does it best. Your job is to make sure your team can do it well without you.
The Ostrich
Something isn't right, but it gets ignored - a missed standard, a difficult conversation, a small issue that feels awkward to address. Avoiding it might feel easier in the moment, but it always comes back bigger. Dealing with things early keeps them small and keeps the team clear on what matters. It also builds their respect for you as a manager.
The Golden Retriever
This manager wants everyone to be happy. They're supportive, approachable, and well liked, but they shy away from being direct. Expectations stay a little loose, feedback is softened, and people are left to work things out for themselves. Over time, that creates inconsistency. Being clear is not unkind. In fact, it's one of the most helpful things a manager can do.
The Magpie
Always spotting something new - a better way, a different idea, another tweak. It all comes from a good place, but too much change without a clear, consistent way of doing things creates confusion. When everything is a priority, nothing is. Consistency comes from keeping things simple and sticking to them long enough for them to work.
The Lion Cub
Keen to prove themselves, this manager leans on authority. More telling than asking, more directing than listening. It can work in the short term, but it doesn't build a team that wants to follow you. A title might get people to do as they're told, but it's clarity and fairness that will earn their respect and gain their commitment.
The Squirrel
Busy, reactive, constantly darting from one thing to the next. Questions, problems, last minute issues all get handled quickly, but nothing ever really gets resolved properly. It feels productive, but it keeps the team dependent on you and blocks any real focus on what matters. Strong managers create enough space for others to think, decide, and take ownership.
The Tortoise
Careful, considered, and slow to decide - often driven by wanting to get it right, to not make a mistake. The problem is that delays slow momentum, and small decisions become bigger simply because they weren't made. Progress needs movement, even if it's not perfect.
It's simpler than most people expect
None of these mistakes come from a lack of care or commitment. They come from stepping into a role without a clear picture of what being a good people manager actually looks like.
And that picture is a lot less complicated than most people expect.
Once your team know what good looks like, and feel supported to deliver it, you don't need to be everywhere - and that's when it all starts to feel…well…manageable!
From the page to your practice
These are the patterns I see again and again in the businesses I work with, and they're the reason I wrote these two books: Mission: To Manage and Mastering People Management.
Both are practical, grounded guides to help managers build confidence, create consistency, and lead in a way that actually works in the real world. MtM is also available on Audible if you prefer to listen rather than read.
Do yourself a favour and give them a read!
