A manager must be strict. Let's examine this and other myths about management

Managers are often portrayed as people who know everything, control everything and are always available. Superheroes, in a word. But the truth is that trying to maintain this image quickly leads to micromanagement, burnout and a team with dull eyes.

Becoming a manager is the only career path worth pursuing

This myth is largely fuelled by the media and social networks. Most often, we see success stories from managers — they are public, they talk about money, growth and company victories. As a result, it creates the impression that only a managerial role is a ‘real career.’ But the managerial path is not the only one, and it is not suitable for everyone.

A good manager must be strict, otherwise the team will walk all over them

This myth is often reduced to simple logic: if you don't keep everything under strict control, the team will fall apart, deadlines will be missed, and results will suffer. Therefore, strictness is perceived as an essential management skill.

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Problems arise when strictness becomes the only means of communication. In this format, it ceases to enhance results — even if it initially creates a sense of control.

We offer practical recommendations to help you stay focused on results and avoid slipping into total control.

Distinguish between being demanding and being harsh. It is normal to demand results. It is not normal to use a harsh tone, instil fear, and constantly monitor. Formulate expectations through goals and criteria, not through pressure.

Specify ‘what’ rather than dictating ‘how.’ Clearly define the result and deadlines and leave the team room for manoeuvre in terms of how to achieve it. This reduces micromanagement and increases employee accountability.

Check: are you controlling or helping? If you find yourself constantly checking and correcting, take a break. You may be replacing management with mistrust.

Create a safe environment for initiative. Make it clear that ideas and experiments are welcome, even if something doesn't work out. Without this, the team will quickly slip into a ‘do only the minimum’ mode.

Use strictness selectively. It is justified when there are tight deadlines, commitments, and risks to the business. In all other cases, dialogue, feedback, and support are more effective.

Delegation is simply ‘passing on a task’ and waiting for the result

Delegation is often confused with abdication of responsibility: you pass on a task to an employee and cross it off your to-do list. It is this approach that most often leads to missed deadlines and disappointment on both sides — both for the person who assigned the task and the person who received it.

Delegation is a full-fledged management process. Oleg Dobroshtan explained how to organise it.

• Check the employee's readiness before assigning the task. Assess their level of autonomy, experience, and current workload. The same approach does not work for a novice and a strong specialist.
• Put your expectations in writing. Discuss and record what exactly needs to be done, what format the result should be in, and by when. Ideally, you can draw up a checklist or a short technical assignment.
• Make sure that the task has been understood correctly. Ask the employee to retell the task in their own words or ask clarifying questions.
• Remain responsible for the result. Even if the task is performed by an employee, the final responsibility remains with the manager.
• Set control points in advance. Agree on interim checks — this is macro control. It helps to correct the course in time without micromanagement.
• Adjust the level of control to the team. The less experienced the team, the more checkpoints are needed. As their autonomy grows, the number of checkpoints can be reduced.
• Avoid two extremes: constant checks every half hour and complete ignorance after setting the task. Both options are equally harmful: the first kills initiative, the second leads to missed deadlines.