When things go wrong, a manager’s first instinct is to blame something or someone else. Rather than create an environment for individual accountability that gives them a clearer picture of what is happening, they end up holding the entire team accountable.

A manager who can read the room and is able to observe how team members work together. They can settle workplace disputes, and step in when there’s a conflict that’s impacting work progress and demoralizing the rest of the department

A manager who shares goals with the team and keeps them in the loop. They convey expectations before work starts so that members can get a clarity on the deliverables.

A manager who appreciates a member and giving credit where it’s due.

A manager who plays favorites and has a bias for, or against certain members

A manager who is on constant alert for infractions of any kind. They count the infractions and constantly threaten their employees by telling them what happens to people who step out of line.

A manager who exhibits micromanagerial tendencies.

A manager who knows that trust is a two-way street, and is intentional about cultivating it. They elicit this trust by being transparent about expectations and concerns.

A manager who does not provide announcements, explanations and updates to the team but expects the team to always inform them.