I had an interesting—and honestly, exhausting—realization recently: not everyone who holds a leadership position deserves to be there. And sometimes, the impact of having the wrong person in that role goes far beyond just one employee’s experience.
Earlier this week, I had received an update from my People Manager about a my Functional Manager whose behavior has been an issue for quite some time. I’m not the type to escalate lightly, but after dealing with unprofessional treatment, inconsistent behavior, and subtle digs that chip away at workplace morale, I felt I had no choice.
What surprised me was how quickly others opened up afterward. At least three team members privately told me they’ve been feeling the same way—some even said it has gotten worse, to the point where they’re considering leaving the account altogether. That’s when it really hit me: this isn’t just a “me” problem. This is a leadership problem.
And that’s the point of this blog entry.
Because situations like this are exactly why certain personalities should not be in management.
Leadership Isn’t About Power—It’s About Responsibility
When you’re in a leadership position, your words carry weight. A simple comment can either build confidence or destroy it. A careless remark doesn’t just reflect your attitude—it reflects the organization.
In one case, a newly onboarded teammate told me that during his interview, this same “leader” casually implied that I was being replaced because I was “too green.”
Let’s be clear:
- That wasn’t true.
- It didn’t contribute anything to the interview.
- It painted me negatively for no reason.
- And given the timing, it felt uncomfortably close to retaliation for raising concerns.
My offboarding wasn’t because of performance—it was my request, made after dealing with recurring unprofessional behavior. Leadership already knew this. So why twist the narrative in front of someone new? Why create a storyline that wasn’t true?
That’s not leadership.
That’s ego.
That’s insecurity.
And worst of all—that’s harmful.
A True Leader Listens, Not Dismisses
What frustrates me is the pattern. Improvements happen, but temporarily. The underlying behavior still comes out. People feel uncomfortable, dismissed, or belittled, yet don’t speak up because they think nothing will change or fear backlash.
This is why I urged leadership to conduct regular one-on-one talks with the team. I may have been the only one who formally raised concerns—but that doesn’t mean I was the only one affected. Others have simply been enduring it silently.
A real leader checks in with their team.
A real leader adjusts when multiple people feel unheard.
A real leader recognizes the privilege and responsibility of their role.
Why I Chose to Escalate
As I transition out, I won’t be around to see whether things improve. But I didn’t want to leave without making sure the right people understood the impact this was having on the team.
Escalating wasn’t about drama.
It wasn’t about payback.
It wasn’t about creating problems.
It was about trying to protect the environment I’m leaving behind.
A team deserves a manager who supports, guides, and uplifts them—not someone who damages morale, misrepresents situations, or lashes out when held accountable.
Final Thought
I’ve said this many times in my career:
Leadership is not a title—it’s a behavior.
You can’t call yourself a leader if your actions consistently tear people down instead of building them up.
And the truth is, some people simply aren’t meant to lead. Not because they’re bad people, but because they don’t understand the responsibility that comes with influencing others’ careers, confidence, and well-being.
I’m hopeful the team will eventually get the leadership they deserve. And I’m grateful to the people who took my concerns seriously. Not every workplace issue gets addressed—but sometimes, speaking up is the only way change even has a chance.