In today’s article, I’m pleased to share with you a piece that resonated with me deeply and often reflects our reality and work life. I adopt here the five main points outlined below:
It’s easy to assume that a bad manager remains in their position due to neglect or ignorance on the part of the company, but the reality is quite different — and often shocking. Companies frequently keep such managers deliberately, not out of oversight. It’s not because they are the best or most competent, but because they perform certain roles others don’t want to do, or they serve management’s interests in some way.
Although their presence kills creativity, makes employees hate their jobs, and drains the team’s spirit, there are hidden — and sometimes openly stated — reasons why companies keep them in place.
First, in many cases, the bad manager is a compliant conduit for upper management — someone who does not challenge policies or question orders, but executes them no matter how harsh or unfair they may be. This type of manager is convenient for leadership because they carry out instructions without hesitation, even if it destroys the team.
Second, some bad managers excel in social intelligence — but in flattery rather than leadership. They are experts at building alliances within the organization and know how to present themselves as leaders to senior officials. They master the art of “taking credit for successes” and “shifting blame onto others,” which allows them to evade accountability.
Third, in work environments where employee well-being and workplace quality are not priorities, the bad manager might be the one who delivers results and meets targets, even at the expense of the team’s comfort and mental health. In such places, numbers matter more than people.
Fourth, the cost of replacing them is high. Firing a manager is not just losing an employee; it means plunging the company into a cycle of searching, hiring, training, and redistributing tasks. All this may disrupt workflows and impact the entire team. Therefore, keeping the current manager despite their flaws may be seen as the “lesser evil” for management.
Fifth, there is the fear of admitting a mistake. In some organizations, the person who appointed the bad manager doesn’t want to acknowledge that they made a poor decision. To preserve their status and image, they keep the manager in place, even when the results are obvious to everyone.
If you are one of the employees working under such management, don’t pin all your hopes on changing them. Instead, focus on developing yourself, expanding your network, and thinking of a smart exit plan when needed — because a company that doesn’t protect its employees today won’t protect you tomorrow when you really need it.
