I recently counted how many supervisors and managers I've worked for: a grand total of 30. That's what happens when you work in industries with high leadership turnover. Out of those 30, only a handful had what it takes to be a great leader. The rest? Let's just say they made me question how they ever got the job.
One of my managers used to insult people in another language, assuming no one understood. On my last day, I asked why he kept calling people [insert insult]. He looked stunned and asked how I knew what it meant. As I walked away, I said: "Watch what you say, because you never know who understands."
If you've never worked for a bad manager, you've lived a charmed life, my friend. But for the rest of us, it raises the question:
How do so many rude, dishonest, incompetent, or outright toxic people keep getting promoted?
Here are a few reasons why:
They're good at managing up—not managing people.
Some managers are experts at impressing the people above them. They say the right things, take credit for the team's work, and show up when it counts.
Meanwhile, they ignore, dismiss, or mistreat the people below them. But because senior leaders don't see the day-to-day, they assume everything's fine. The numbers look good. Deadlines are met. That's what matters, right?
Fortunately, with 360 feedback becoming more common, these managers are being exposed for who they really are.
Confidence gets mistaken for competence.
Many companies still confuse charisma with capability. A loud, assertive personality often gets interpreted as "leadership material," while quieter, more thoughtful employees are overlooked—even when they're the ones actually leading by example.
This is how we end up with managers who talk a big game but can't back it up. They know how to speak in meetings, take the spotlight, and make decisions with force. But when it comes to coaching, listening, or building trust, they're lost.
They're "visible." The real leaders aren't.
This ties into what I mentioned above. People who are strong self-promoters and who stay in the spotlight tend to get noticed. They butter up the right people.
Meanwhile, someone else—the one quietly mentoring new hires, solving problems before they escalate, or boosting team morale—isn't getting the same recognition. And if leadership doesn't know where to look, they'll reward the most visible person in the room.
Look for the unsung heroes in your company. Ask your employees to nominate a person who deserves recognition. These silent but dedicated employees are the reason why you're succeeding.
They're willing to do whatever it takes, even at others' expense.
Let me be blunt. Some people move up because they play politics—and they play it well. They take credit for others' work. They throw colleagues under the bus. They undermine their competition. They build relationships with the right people. If you've worked on group projects at school, you've probably encountered people like this.
For example, when something goes wrong, they're quick to blame someone else—usually junior staff who can't defend themselves.
To those watching from above, they might look like high-performers. To those watching from below, they're toxic. But unless someone calls it out—or leadership takes the time to dig deeper—they'll keep rising.
No one speaks up until it's too late.
Here's the biggest reason: toxic managers get promoted because no one stops them.
Sometimes it's fear. Sometimes it's because the person is a veteran employee. Sometimes it's a culture that values results over people. But the silence around bad leadership is part of what keeps it alive.
And by the time employees do speak up—usually through disengagement, burnout, or resignation—the damage is already done.
So how can you break the cycle?
- Stop promoting people just because they're strong performers. Look at how they achieved those results—and what impact they had on the people around them.
- Talk to the team. 360 reviews can help reveal what's really happening, but you have to make it clear that they're feedback will be kept anonymous—and that it will actually make a difference.
- Redefine for yourself what leadership means. It's not about having the loudest voice in the room. Real leadership often shows up in quieter ways. Who does the team go to for advice or guidance? Who welcomes new employees? Who takes rookies under their wing without being asked to? These are your leaders.
Bad managers don't just appear—they're promoted. And when we confuse visibility with value, or charm with leadership, we end up rewarding the wrong traits.
If you want better leaders, look deeper. Pay attention to how people lead when no one's watching. That's where the real talent is.
