Three Serious Problems Managers Can Face (And What To Do About Them)

18 November 2025

Three Serious Problems Managers Can Face (And What To Do About Them)

Being a manager is rarely what people imagine when they take the promotion. The role is part strategist, part coach, part administrator and — often unexpectedly — part counsellor. The three problems below are among the most common and most damaging when they’re mishandled. Each section expands them with practical guidance, proven techniques and links to authoritative UK resources you can act on today.

Effectively communicating with your team

Clear communication is the single most important skill for a manager. Many people are promoted because they excelled at a technical role, not because they were particularly skilled at coaching, explaining or influencing. That gap becomes visible when a manager must set direction, give feedback or handle conflict.

Why this matters

• Miscommunication reduces motivation, causes mistakes and eats time; poor feedback drives people away.

• Teams are made up of different personalities and preferences — some want directness, others context and reassurance — and the same message needs different packaging to land with each person.

Practical steps that work

1. Map styles quickly: use a five-minute conversation or a simple questionnaire at one-to-one to discover how each person prefers to receive information (brief facts, examples, consequences, written follow-up or a coaching conversation). Tailor your opening line to match that style.
2. Lean on structure: start important conversations with the outcome you want, explain the reason, describe the decision or request, and finish with the next steps and timescales. This “why, what, how, when” structure reduces confusion.
3. Build feedback into habit: schedule short, frequent feedback moments rather than reserving all critique for appraisal time. Praise publicly; correct privately.
4. Use training and tools: short, practical training for managers on listening, questioning and framing messages pays back quickly — courses and micro‑learning targeted at managers are widely available and effective¹²³.

How to handle mixed communication styles while staying fair

• Set team norms publicly: agree how you’ll communicate deadlines, urgent changes and one-to-one feedback so everyone understands the rules.

• Keep expectations consistent: while style varies, standards shouldn’t. Match tone and delivery to the person without changing the performance expectation.

• Document crucial messages: follow complex or consequential conversations with a short written summary so there’s a permanent, shared record.

Resources to explore

• Short online courses on influencing and communicating for managers help build confidence and practical techniques¹.

• Bespoke in‑house sessions or coaching can teach managers how to read cues and adapt without losing authority²⁴³.

Being accused of harassment or worse

Accusations of harassment can be career‑shattering and profoundly distressing for everyone involved. Prevention, clarity and process are vital.

Prevention and day‑to‑day practice

• Learn the difference between bullying and harassment and the legal context: harassment linked to protected characteristics is unlawful in the UK under the Equality Act 2010⁵.

• Model respectful behaviour and set zero tolerance publicly for inappropriate language, jokes or physical contact.

• Ensure clear boundaries: don’t blur private and professional relationships, especially with direct reports, and treat all conversations about personal matters with care.

If an allegation is made

• Follow your employer’s policy and report to HR immediately. The organisation must investigate in a fair, proportionate and confidential way.

• Avoid informal “quid pro quo” settlements or private deals. They can make matters worse and expose the business to legal risk.

• Protect the wellbeing of all parties during the process and keep records of steps taken.

Where to get reliable guidance

• ACAS provides authoritative guidance on harassment and bullying and how employers should respond⁵.

• GOV.UK and Citizens Advice explain what employees can do if they are harassed and what constitutes unlawful behaviour⁶⁷.

Legal support and reality

• Serious allegations can require specialist legal advice. For example, if you’re facing an unjustified sexual harassment claim, seek a legal team that specialises in defending people against sexual offence. And do this promptly; early legal input helps protect your rights and ensures the investigatory process is followed correctly.

• Recognise the emotional impact: managers accused of misconduct commonly feel isolated. Use HR and external support to navigate the process, and consider coaching or counselling for your own wellbeing while the matter is resolved.

Having to sack someone

Letting someone go is one of the toughest duties a manager will face. Do it badly and the consequences include legal claims, damaged morale, and reputational harm; done properly it protects the organisation and treats the individual fairly.

The legal and procedural baseline

• Dismissals for conduct or capability are lawful if done fairly. There is no single legal checklist, but employers must follow a reasonable and transparent process, including investigation, a formal meeting, right to appeal and clear documentation⁸.

• If capability is linked to health, reasonable adjustments and support must be considered before dismissal.

A practical manager’s checklist

• Gather evidence: documented examples of performance issues, dates, any warnings and support offered.

• Follow policy: hold a formal meeting, allow the employee to respond, and offer the right of appeal.

• Be humane and professional: explain decisions calmly, provide clear reasons and explain next steps (final pay, notice period, references).

• Prepare for possible challenge: accurate records and adherence to process are the best defence against unfair dismissal claims⁹¹⁰.

Mitigating the personal toll

• Accept that being the person who dismisses someone is emotionally difficult. Use supervision, coaching or a mentor to process the experience.

• Debrief with HR to learn and improve: were earlier interventions missed? Is training or recruitment process change needed?

Support and further reading

• CIPD’s practical guide helps managers understand the steps they must follow to dismiss fairly and to reduce legal risk⁹.

• GOV.UK provides official guidance on dismissals for conduct or performance reasons⁸.

• Employment law firms and specialist HR advisers publish helpful checklists on handling capability and conduct cases correctly¹¹¹⁰.

Practical habits that reduce all three risks

• Keep a diary of conversations: a short written note after a difficult chat protects you and helps you follow up.

• Build a culture of regular one‑to‑ones: predictable time for issues reduces escalation and misunderstanding.

• Use HR as your partner rather than an obstacle: involve them early in tricky conduct, capability or boundary issues.

• Invest in manager development: a modest programme of coaching and targeted training reduces all forms of failure and legal exposure.

Conclusion

Management is a craft: clear habits, consistent process and a willingness to learn will reduce the biggest hazards managers face. Communicate deliberately, treat boundaries seriously, follow process when performance or conduct fails, and look after your own mental bandwidth. Most importantly, build these practices into the everyday rhythm of the team so difficult moments are exceptions handled with skill rather than crises reacted to in panic.

Header image by: Jonathan Borba

Further Reading

• GOV.UK Dismissing staff: Dismissals for conduct or performance reasons — https://www.gov.uk/dismiss-staff/dismissals-on-capability-or-conduct-grounds

• ACAS Harassment guidance — https://www.acas.org.uk/discrimination-and-the-law/harassment

• CIPD Dismissal guidance for managers — https://www.cipd.org/uk/knowledge/guides/dismissal-guidance-for-managers/

• Citizens Advice Check what you can do about harassment — https://www.citizensadvice.org.uk/law-and-courts/discrimination/taking-action-about-discrimination/taking-action-about-harassment/

• FutureLearn Communicating and influencing in organisations — https://www.futurelearn.com/courses/communicating-and-influencing-in-organisations

References

1 Communication Skills for Managers – Communication Training – FutureLearn. https://www.futurelearn.com/courses/communicating-and-influencing-in-organisations

2 Communication Skills Training – Aspire Leadership. https://www.aspire-leadership.co.uk/communications-skills/communication-skills-training/

3 Communication Skills Training for Managers and Professionals. https://www.gouldtraining.co.uk/topics/soft-skills/communication-skills-training

4 Effective Communication Training Course for Managers and Employees. https://www.clearfocustraining.co.uk/courses/effective-communication/

5 Harassment – Discrimination at work – Acas. https://www.acas.org.uk/discrimination-and-the-law/harassment

6 Workplace bullying and harassment – GOV.UK. https://www.gov.uk/workplace-bullying-and-harassment

7 Check what you can do about harassment – Citizens Advice. https://www.citizensadvice.org.uk/law-and-courts/discrimination/taking-action-about-discrimination/taking-action-about-harassment/

8 Dismissing staff: Dismissals for conduct or performance reasons – GOV.UK. https://www.gov.uk/dismiss-staff/dismissals-on-capability-or-conduct-grounds

9 Dismissal: guidance for managers | CIPD. https://www.cipd.org/uk/knowledge/guides/dismissal-guidance-for-managers/

10 Dismissing an Employee Fairly – DavidsonMorris. https://www.davidsonmorris.com/dismissing-an-employee/

11 A Complete Guide to Lawful Employee Dismissal: Steps, Fair Reasons …. https://sprintlaw.co.uk/articles/a-complete-guide-to-lawful-employee-dismissal-steps-fair-reasons-legal-risks-in-the-uk/

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