The Cost of Ignoring Behavioral Challenges in People Managers

In business, the value of intangibles, such as insight and foresight—cannot be overstated. They’re critical in guiding key decisions, particularly when those decisions involve people. And when it comes to people managers, those qualities are not optional, they’re essential.

Too often, senior executives notice early signs of behavioral challenges in a manager but choose to overlook them, hoping the issue will resolve itself. The reality? It rarely does. Unaddressed behaviors tend to amplify over time, and their impact can be far-reaching.

When evaluating a potential problem in a people manager, multiply the possible effects by five—projecting into the near future and, if necessary, even further. Consider the scope of their role: How many people will be influenced by their leadership? How much of your organizational culture will be shaped by their behavior?

Then, ask yourself an honest question: As a senior executive, will you have the time, energy, and resources to coach and manage that negative behavior to reduce its impact?

If the answer is no, you’re faced with a choice, address the issue head-on and make a tough personnel decision, or prepare for the consequences: high turnover, disengaged teams, declining productivity, and an emotionally draining workplace.

Decisions at the management level are never easy, especially when they involve ending a relationship. But consider the cost of not making them. The longer the behavior persists, the deeper the impact on your people and your business.

Both insight—seeing the issue clearly in the present—and foresight—anticipating its impact in the future—are qualities every leader should apply when choosing and developing managers. In leadership, it’s not just about making decisions—it’s about making them before the cost becomes too high.