By Eugene le Roux, FSAIRAC, and Eamonn Ryan
When we think about poor management, we often break it down into isolated issues – bad hiring here, weak communication there, an aggressive manager somewhere else. But what if these aren’t isolated at all? What if they are symptoms of a deeper systemic failure?
Poor communication – where silence speaks volumes. Wirestock | Freepik.com
Welcome to the world of systems thinking – a way of viewing management not as a series of standalone actions, but as a connected process where each part affects the whole.
Let’s examine six common but damaging management behaviours:
- Not setting goals
- Poor communication
- Dictatorial and aggressive behaviour
- Poor hiring decisions
- Creating a ‘them and us’ culture
- Resistance to change
At first glance, these might seem unrelated. But look closer, and you’ll see a common thread: a lack of insight, insecurity, and weak systems thinking. Let’s dig into each one.
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Not setting goals: the fog of uncertainty
A manager who fails to set performance goals isn’t just being forgetful – they may genuinely lack the insight and clarity needed to define what success looks like. Goal setting is a cornerstone of the management process. Without it, teams drift, accountability disappears, and productivity suffers.
But here’s the real kicker: not setting goals often points to a manager who doesn’t fully understand the system they’re managing. You can’t steer a ship if you don’t know the destination – or how the engine works.
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Poor communication: silence speaks volumes
Why do some managers avoid communication? One reason could be insecurity. A manager who’s unsure of their decisions, knowledge or authority may retreat into silence, hoping not to be ‘found out’.
Poor communication is more than just an operational failure – it signals a lack of confidence, and often, a fragile leadership identity. In system terms, this cuts feedback loops, leading to misunderstandings, inefficiencies and a disconnect between strategy and execution.
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Dictatorial and aggressive behaviour: walls of ego
An aggressive leadership style might look like strength on the surface, but it often masks deep-seated insecurity. The manager may use hostility to create a protective wall – one that keeps challenges and scrutiny at bay.
This is especially common in situations where managers are overseeing systems they don’t understand. Without the tools to lead confidently, they resort to control tactics, creating a toxic culture where innovation and openness die quickly.
