Why Your Favorite Boss Might Be a Bad Manager (and What You Can Do About It)

Unmasking the Hidden Traps of Modern Management

Have you ever wondered why your favorite boss—kind, funny, and brilliant—still leaves you feeling drained or disengaged at the end of the day? Samuel A. Culbert’s 'Good People, Bad Managers' uncovers a truth most organizations are too afraid to admit: even the best people often become bad managers, not because of who they are, but because of the systems and cultures they inherit.

Think back to your first manager. Chances are, their intentions were good. Maybe they cheered you on, gave you advice, or even covered for your mistakes. Yet, over time, you might have noticed a shift: more focus on metrics, less on meaning; more about compliance, less about connection. Culbert’s research—and countless employee surveys—reveal this isn’t just your experience. In fact, Gallup found that 80% of managers lack the natural talent to manage people well.



So what’s going wrong? The book argues that the root cause is not bad intentions but a system that rewards the wrong things. From MBA programs that teach strategy but not empathy, to performance reviews that claim objectivity but are riddled with bias, managers are set up to fail. The culture tells them to be decisive, always in control, and to hide their human side. Over time, they learn to wear masks, to play roles, and to avoid the very conversations that could bring real change. Performance reviews, for example, are less about growth and more about maintaining the status quo—often based on subjective impressions rather than real achievement 1 .

But why do these rituals persist? The answer lies in the stories we tell ourselves about work. The myth of the self-made manager, the lone hero, permeates our workplaces. Managers are conditioned to focus on their own advancement, believing that self-promotion is service. This doublethink—holding two conflicting beliefs at once—leads to a culture where managers rationalize self-serving actions as necessary for the greater good 2 .

And then there’s groupthink. In most organizations, managers at the same level form unspoken pacts: don’t criticize, don’t expose, don’t make waves. This collusion keeps the peace but also keeps problems hidden until they explode into crises. The result? Employees disengage, innovation stalls, and the cycle repeats.



But there is hope. Culbert—and a growing body of workplace research—suggest that change begins with honest dialogue and authentic leadership. When managers admit mistakes, ask for help, and invite feedback, trust grows. Organizations that foster two-way accountability—where both managers and employees are responsible for each other’s success—see higher engagement, lower turnover, and more innovation 3 .

So, what can you do? Start by questioning the scripts you’re following. Are you prioritizing image over impact? Are you avoiding hard conversations for the sake of harmony? Remember, real leadership means being human. It means creating space for others to grow, and for yourself to learn. As more people choose authenticity, the culture shifts—and everyone benefits.

Ready to help your favorite boss become a great manager? Share this story, start a conversation, and dare to imagine a better way to work.