The Real Reason I Started This Blog: A Manager's Wake-Up Call

"People are promoted based on past performance—not future potential."

I launched this blog out of frustration. Not because I dislike management, but because I saw firsthand how flawed and outdated corporate environments can be—especially when it comes to developing effective managers.

Promotion ≠ Qualification

One pivotal realization hit me early in my career: People often get promoted because they were excellent in their previous role, not because they are equipped for the new one. A brilliant technician becomes a team lead; a high-performing analyst is suddenly in charge of people. But the skills that made them successful individually are not the same as those needed to manage, coach, and lead a team.

A 2014 Gallup study found that companies fail to choose the right managerial candidate 82% of the time. That means most of us end up working for someone who isn’t trained—or worse, isn’t suited—for the role.

Corporate Environments: A Playground for Performative Behavior

Too often, corporate cultures tolerate—sometimes even reward—"shadow performers": people who avoid taking initiative, ride on others' work, and master the art of optics rather than output. It is frustrating when these individuals survive (even thrive) in systems designed to reward longevity over competence.

Millennials Want More

As a Millennial, I’m part of a generation that values transparency, work-life balance, and purpose. We question hierarchy for hierarchy's sake. So it is no surprise that many of us hit a wall in rigid corporate structures, especially when the people we report to don’t know how to lead—or worse, don't care to learn.

So Why Start This Blog?

Because I needed a place to:

• Reflect on my management journey

• Share what I’m learning through formal training and real-life trial and error

• Provide others—especially accidental managers—with tools and insights to grow

It started when I realized: This can’t be all there is to good management.

After four years in a management role, I stumbled on podcasts and books that finally explained what had always felt "off". I wasn’t alone. My frustrations were systemic, not personal.

Case in Point: The Poorly Prepared Manager

At one point, I reported to a manager who was a stellar technician—but lacked basic leadership skills. He didn’t build trust, couldn’t communicate effectively, and was too insecure to delegate. The team grew demotivated. Trust eroded. Productivity sank.

The numbers speak for themselves:

• 70% of projects fail (4PM)

• 75% of managers are not confident in their ability to lead (Geneca)

• Only 2.5% of companies complete 100% of their projects successfully (Gallup)

• 57% of project failures are due to poor communication (IT Cortex)

The Missed Opportunity: Onboarding and Support

Much of this dysfunction starts with poor onboarding. New managers—especially those transitioning from technical roles—are often left to sink or swim. Few are given mentoring, structured training, or clarity about what success looks like.

In my case, I had to invest in my own development. After being denied formal training repeatedly, I turned to self-study—books, podcasts, certifications—anything that could help me become the manager I wished I had.

A Call for Change

Companies often prioritize short-term cost savings over long-term development. But neglecting managerial training is a false economy. As Richard Branson famously said:

"Train people well enough so they can leave. Treat them well enough so they don’t want to."

Providing structured support from day one doesn’t have to be expensive. A mentorship program or basic coaching can make all the difference.

In Summary

This blog is for anyone who has ever thought:

• "There must be a better way to lead."

• "I want to grow, but I’m not getting the support I need."

• "I’m managing people, but I don’t feel equipped for it."

You are not alone—and you are not powerless. My goal is to share what I have learned (and continue to learn) to help others navigate the messy, often isolating, world of middle management.

Because good management can be learned.

And it starts with asking better questions.