Common leadership mistakes – and how to avoid them An interview with a trainer from the Management Institute Dr. A. Kitzmann

What are the most common mistakes managers make?

Interviewer: Managers are confronted with many expectations and stressful situations in their everyday work. What are some typical mistakes they make?

Trainer: Many managers are under a lot of pressure in their everyday work. So it's quite normal for mistakes to creep in, especially in communication, in dealing with responsibility, or in their own understanding of leadership.

Interviewer: Can you give some specific examples?

Trainer: Yes, there are a few typical patterns. One of the most common mistakes is unclear communication, for example when managers only vaguely formulate expectations. Employees then don't know exactly what is important. Just as often, there is a lack of regular feedback. Praise or criticism often fall by the wayside in the hectic everyday work routine. Managers often want to avoid conflicts and defuse tensions instead of speaking plainly. Yet feedback is a key management tool. What I also see a lot is micromanagement: instead of delegating responsibility, managers constantly interfere in day-to-day operations. This demotivates employees and inhibits their personal responsibility. Some managers do not actively embrace their role. They remain stuck in their old expert function instead of consciously taking on leadership. This leads to uncertainty – not only for themselves, but also within the team.

What are the consequences of these leadership mistakes?

Interviewer: And what happens if such leadership mistakes are not recognized or corrected?

Trainer: Leadership always has an effect—the question is whether it is conscious and positive, or whether mistakes cause unwanted side effects. If managers do not recognize or ignore their own negative behaviors, this almost always has noticeable consequences. For the team, for motivation, and ultimately for the corporate culture.

Interviewer: How can you tell this is happening?

Trainer: The signs are usually quick to appear: motivation declines, employees withdraw and may already be mentally checking out. Trust in the manager declines and conflicts increase. In addition, the team loses efficiency because there is a lack of clarity and commitment. In the long term, the entire corporate culture suffers.

Three tips for managers

Interviewer: What specific advice would you give managers to avoid such mistakes?

Trainer: For me, three things are key:

1. Clarity beats control

Communicate goals, roles, and expectations to your team clearly. Trust your employees to take responsibility—control cannot provide real guidance.

2. Feedback is leadership

Seek regular dialogue with your team in a constructive, honest, and equal manner. Feedback not only provides direction, but also ensures security and recognition.

3. Leadership starts with you

Regularly reflect on how you come across to others. How do I influence my team? What do I need to lead confidently? Only those who question themselves can truly grow as leaders.

Avoiding leadership mistakes – with training and exchange

Those who are aware of common leadership mistakes and actively counteract them strengthen trust, motivation, and performance within the team. The first step is to take an honest look at yourself. In our seminars, we start at the very point where many managers reach their limits. We use practical role-playing and reflection phases to simulate realistic management situations. Direct exchange with other managers also provides valuable insights and new perspectives. The whole thing is complemented by concrete tools for communication, feedback culture, and self-management—everything a successful manager needs.