How to Become a Great Leader

Business leaders at all levels are feeling under assault. If you lead people, you can probably relate.

New managers are too often thrust into the role without adequate training or preparation. The skills required for leading a team are very different from those of an individual contributor. First-time supervisors are frequently expected to “learn on the job” with uncomfortable results for both the manager and the work group.

Mid-level managers are threatened by the trend within large (and not-so-large) enterprises of flattening their organizational structures, removing layers of middle management. And like their new-manager counterparts, many haven’t been properly trained and struggle to demonstrate their value to upper management.

And senior management may feel pressure to make those cuts in middle management. Top executives also set the tone for all other leaders in the organization. A bad boss at a lower level is unfortunate but possibly fixable, and in any case not likely to have much impact beyond their immediate team. But bad leadership at senior levels can be contagious and even poison the workplace culture.

Finally, leaders at all levels are feeling the impact of artificial intelligence (AI) in the workplace. Does the company have the right strategy (or any coherent strategy)? The right guardrails in place? Is the organization being too aggressive – or not aggressive enough?

This post examines some of the key challenges leaders face and provides specific tips for being a great leader and avoiding being a bad boss.

The Trend of Cutting Middle Management

A recent Business Journals article highlighted the efforts of Amazon CEO Andy Jassy to cut layers out of the company’s middle management ranks. Among the benefits Jassy says he expects from the effort are:

•  Increased speed and agility among teams;
• An invigorated sense of ownership of work processes and results; and
• More decision-making pushed closer to the front lines where it impacts customers.

“Amazon is not alone. Pharmaceutical giant Bayer AG said in late 2023 it was aiming to cut management jobs as a prelude to a wider overhaul while United Parcel Service Inc. announced 12,000 job cuts earlier this year, with eliminations mostly in management. And in 2023, as front-line workers were stressed about layoffs and job cuts, about 50% of all observed layoffs were at the manager or executive levels…up substantially from previous years.”¹

Additionally, “it’s not just about cutting costs, it’s about driving results and fostering a culture of accountability in a market where speed and innovation matter more than ever.”¹

And, “the role of middle managers will not disappear completely but will be drastically reduced. Their main goal will shift to mentoring and coaching frontline staff and frontline managers, ensuring their ideas are heard by upper management. However, we don’t need as many middle managers to accomplish this. This trend is very strong, highly cost effective and comes with numerous other benefits. It’s a wave that cannot be stopped.”¹

The results? “The corporate world is getting flatter, as more companies look to get rid of managers. The trend is accelerating as firms look for ways to hold down costs.”²

The Threat to Managers from AI

Corporate downsizing isn’t the only threat to first-line and middle managers. As AI technology rapidly advances in its breadth and capabilities, business leaders are concerned that it could reduce their pay and even eventually replace them.

“Meanwhile, managers who are keen to replace workers with generative AI tools or find ways to cut labor costs have also expressed concern those same tools could be used to cut their own pay or eliminate their own jobs. About 50% of managers surveyed by Beautiful.AI said they believed AI tools could result in lower pay for managers, while 64% of managers said AI’s output and productivity was equal to the level of experienced managers and could potentially become better than the output of human managers altogether.”¹

Two Action Items for Top Management

Before diving into the details of how to be a great leader, here are two vital approaches for senior leaders to take in response to the trends outlined above.

First, while making some cuts to middle management may be necessary for expense control and business performance reasons, be very careful not to cut too deeply. “Cutting deeply into middle management could end up being detrimental to employee morale and engagement. Without the support and direction of experienced managers, employees may struggle with clarity, direction and professional growth…Middle managers are not merely administrative layers within a company, but provide guidance, support, and motivation critical to maintaining a productive workforce. The benefits of investing in the development of managers – by providing them with the right tools and technology – are far greater than simply eliminating them.”¹

Without managers, employees struggle. “40% of employees at organizations that have cut back management levels say they feel “directionless” as a result. “It’s kind of like a rowing team, if everyone is rowing their hardest, but going in different directions, that’s not useful. The manager is supposed to all get them moving the same way.”²

Second, executives need to recognize why leadership training is essential for every employee. It builds bench strength for succession planning, improves the effectiveness of managers at all levels, and helps non-managerial employees more effectively navigate workplace relationships, particularly in situations where cross-functional collaboration is necessary.

“The average tenure of managers has shrunk to about six years, leading to fewer seasoned managers able to provide valuable leadership and guidance when necessary to their teams… More-seasoned managers require less supervision but companies that hire less-experienced managers – often to save on costs – need to be able to augment and build their skills over time…Based on decades of business leadership experience, he concludes, “Most people in corporate America today are ‘over-supervised and under-led’ and thus [require] a higher ‘leader-follower ratio.’”¹

Professional development workshops can help organizations run more effectively with fewer layers of management by helping their managers become better leaders.

How to be a Great Leader: First, Become a Great Communicator

There are many ways to improve your leadership skills, but improving your communication skills stands apart because 1) without strong communication skills, none of the other techniques are nearly as effective; and 2) becoming a better communicator won’t only help you become a better leader, but will also enhance your other workplace relationships, improve your networking skills, and even make you more popular at dinner parties.

Here’s how to become a better communicator in both directions.

Practice Active Listening

When an employee approaches you with a problem or concern, listen attentively while using techniques like paraphrasing or mirroring. Repeat back, “this is what I heard you say” and then restate their point in your own words. This makes the employee feel “heard” and gives them the opportunity to clarify their words if needed. Invite feedback: what solution would they propose, and how can you better help them?

“One of the most common yet often overlooked ways managers unintentionally harm team morale is through a lack of active listening and engagement with their team members…When leaders fail to foster an environment where employees feel their voices are truly heard, it significantly undermines morale…Employees felt their input was routinely overlooked in meetings, and their concerns were rarely addressed. The team had valuable insights into improving workflows and reducing stress but had grown cynical because they felt like their voices weren’t genuinely being considered. To reverse this, I recommended implementing structured ‘feedback loops’ during regular team meetings and one-on-one discussions.”³

Encourage Respectful Dissent

Everyone makes mistakes. The best way to handle mistakes is to acknowledge them and then change course. Small mistakes can sometimes grow into big problems if not handled promptly, so make it clear that you encourage employees to come to you when they believe something is wrong.

“Remember that disagreement doesn’t ruin relationships; it’s disrespect that does.  Build conflict capacity (through conflict resolution training) to stop defending and start listening; to stop being so sure and instead become more curious.”⁵

Encourage (and Reward) New Ideas

The people closest to the work often have some of the best ideas for improving safety, saving time, or cutting costs – but you, as their supervisor, will never hear those ideas unless you make it clear you are open to hearing them.

For example, “Audi saved $133 Million in 2017 due to taking employee suggestions” at two of their plants. 

“Diageo, a multinational beverages giant, ran an employee ideas campaign asking its 35,000 employees to share productivity-boosting ideas. They called the campaign ‘If it was My Money,’ creating a sense of ownership over company goals, saving them $7.8 million through efficiency ideas.

“Employees often have the best ideas — but they won’t always volunteer them for fear of being rejected or dismissed.”⁵

Encourage Feedback—Then Follow Up on Results

It’s human nature to avoid difficult or uncomfortable situations. But when employees fear telling their manager the truth because they fear they’ll be ignored (or worse), it can poison the workplace culture, damaging morale and performance.

“58% of employees avoid giving honest feedback to their bosses because they don’t believe it will make a difference. Fear of retaliation, power dynamics, or simply not wanting to ‘rock the boat’ prevents employees from speaking up.”⁵

The best approach is to encourage feedback, act on it, and then follow up with the employee about the actions taken or changes made. That follow-up to “close the loop” is crucial to making employees feel heard and respected – even when the conversations are difficult at the start.

Communicate with Clarity

As a manager, it’s vital to clearly communicate to your team about your priorities, the team’s goals, and the metrics each employee will be measured on. Clear and effective communication “includes regular check-ins, when a question about how a project is coming along is met better than ‘Where’s that thing I vaguely mentioned two weeks ago?’ Think of yourself as the team’s translator: clear goals, deadlines, and expectations. No one wants to play the guessing game with their KPIs.”⁴

Managers can unintentionally harm team morale by “failing to set clear expectations and deliverables for each team member…When a manager’s expectations are vague or inconsistent, employees can feel frustrated and uncertain about their contributions and value. This lack of clarity leads to disengagement, misaligned priorities, and a general decline in team cohesion.”³

In summary, “Workers will respond to managers who take an active interest in their work, have direct conversations about their expected tasks, and establish clear goals that both parties can follow.”⁶

15 Ways to Be a Great Leader

Beyond becoming a better communicator—by both listening with intent and communicating with clarity—here are 15 more specific actions and techniques you can use to optimize your leadership capacity.

1. Learn to Delegate

Employees are often promoted to the first rung of management based on their performance as an individual contributor. A challenging but vital part of making that transition successfully is learning how to guide the work rather than doing it.

“Delegation is (a crucial) skill to hone. Most managers spend their careers doing the work, not learning how to delegate…(But) “delegating is one of the keystones of most time-management frameworks because it helps optimize how the tasks get allocated — and for the leaders, it gives them time to strategize and steer the ship.”⁴

2. Develop Your People

The two primary functions of a leader are to achieve departmental goals and develop their people. Your direct reports will see you as a great leader if you set clear expectations (but don’t micromanage) and help them increase their skills.

“Only 35% of employees report being satisfied with their professional-development opportunities, and 32% of workers say their manager is the most stressful part of their day…Managers should focus on career advancement with personalized check-ins for workers. They also should provide honest feedback and show empathy.”

Helping your team members achieve certifications or learn new skills is “similar to updating their software in that everyone wins.”⁴ Investing in employee training directly impacts business performance.

3. Carefully Manage Workloads

While every manager wants to get as much production as possible out of their team, piling on excessive tasks to the point of burning out employees does no one any good. Monitoring deadlines and weekly check-ins can help avoid this situation.

Leaders must recognize warning signs of burnout and reduce workloads if their team appears overworked due to deadline pressure. “The burn-out consideration is particularly notable. Managers need to be especially mindful of burnout because of the ripple effects.”⁴

Overworking employees can lead to cutting corners, mistakes, disengagement, and ultimately to losing talent.

4. Involve Everyone

Numerous studies have reported on the benefits of having a diverse workforce. But as a leader, you won’t fully realize the benefits of diversity in the workplace unless you make sure everyone on your team has a voice.

Individuals may be hesitant to speak up on certain issues for a variety of reasons. Make it clear there are no “bad ideas” or “dumb questions.” Even when an idea doesn’t quite land, employees should feel their input is appreciated. Model inclusive behavior, and your team will be more open and respectful as well.

5. Be Flexible

Manage what matters. Let employees know that as long as the work is getting done and goals are being met, you’re fine giving them some scheduling flexibility. This matters a lot to young parents dealing with child care and to any employee who needs to sometimes take care of other matters (new driver’s license, car repair, medical visit, etc.) during normal working hours.

“Employees are asking for more flexibility and trust, but…outdated performance-management processes and a lack of connection between workers and executives have strained morale – with poor communication only adding to the problem…Companies should expand their focus to all workers to embrace flexibility, as well as encourage regular, meaningful conversations between managers and employees to help foster trust and build transparency.”⁶

If your company’s policy permits it, providing the flexibility to work remotely part of each week is the ideal way to resolve the return-to-office dilemma.

6. Display Empathy

When dealing with conflict or challenging situations, showing empathy—the ability to see the issue from the other person’s point of view—is an essential leadership skill.

“One specific way managers unknowingly harm team morale is by lacking emotional intelligence – particularly self-awareness of their blind spots. In high-stress situations, this often manifests as reactive, impulsive behavior that disregards the emotional impact on the team. Without realizing it, managers who react rather than respond create an atmosphere of psychological unsafety…This dynamic can be avoided by managers prioritizing the development of their emotional intelligence (EQ), starting with self-awareness.”³

Empathy comes naturally to some of us, while others have to work on developing it. Fortunately, programs like our Emotional Intelligence Training can help participants enhance their social awareness, communicate openly, and build trust, fostering workplace wellbeing.

7. Arrange Weekly Check-Ins

Meeting weekly with every member of your team, even if sometimes only for 15 minutes, is vital for both keeping projects on track and helping employees with their professional development. It also provides a regular opportunity for the members of your team to give you feedback and raise any issues of concern.

Daily check-ins, though well-intended, feel like micromanagement to employees and can make them feel they aren’t trusted. When management teams switched to weekly reviews, it gave “each person more autonomy while still ensuring accountability.”³

8. Celebrate Small Wins

Of course, leaders and their organizations celebrate major milestones with employees. The company as a whole celebrates at the annual retreat or sales kickoff meeting; departments commemorate project completions; and individual employees hear praise (hopefully!) in their annual review.

But celebrating small wins is important too, helping teams to maintain their momentum and morale. Celebrating “small wins and milestones within ongoing projects [help] employees feel a sense of accomplishment, even if the larger vision evolves.”³

9. Batch Up Non-Urgent Tasks

Sending an email every time a new task, issue, or “quick request” pops up is a surefire way to interrupt employees, cause confusion, and damage productivity.

The Eisenhower Matrix is a helpful model for prioritizing tasks based on urgency and importance. Your team should be focused primarily on completing tasks in the top-left quadrant, and when caught up on those, then tasks in the top-right box.

As new tasks and issues arise, assigning them to the proper box enables you to deal with them appropriately. “Urgent” emails should be sent only for new items in the top-left box. Tasks in the bottom-left box should be saved and then sent in a weekly “batch” email to the appropriate team member.

10. Give Credit

Giving your team members credit, calling them out by name and publicly acknowledging their achievements or contributions to a project keeps your people motivated and engaged.

Too often, “One specific way managers unknowingly harm team morale is by failing to give proper credit to their team’s work.”

Actions like “calling out team members by name during presentations and incorporating regular moments of recognition into team meetings” can shift the dynamic over time, helping team members feel seen and appreciated, and improving morale.

“Employee recognition goes a long way in building trust and keeping morale high…whether it’s public recognition in meetings, a simple thank-you email, or sharing credit during leadership updates.”³

11. Use Technology

Giving credit is easier when everyone on the team can check the same scoreboard. Project management tools like Asana, Teamwork, and Monday.com make it easy to assign tasks, track progress, and spot issues before they derail progress.

 “Weekly progress check-ins ensure everyone is aligned and provide an opportunity to celebrate wins or address roadblocks early. A shared dashboard that visualizes progress toward overarching goals can help team members see how their work contributes to the larger mission, giving them a greater sense of purpose and accountability.”³

12. Provide Actionable Feedback

Weekly check-ins are important to help your team members keep projects and their individual development on track. Feedback is essential, but it also needs to be specific and actionable in order to have value and impact.

“When feedback is vague, overly critical, or disconnected from what truly matters, it can leave employees feeling undervalued and unclear about how to improve…To avoid this, managers should deliver feedback that is competency-based and actionable. Start by identifying the specific skills or behaviors tied to the role’s success – such as communication, adaptability, or collaboration. Then, acknowledge where the employee excels and provide clear, constructive guidance on areas to develop.”³

13. Be Supportive

When you attend any type of team sporting event, what do you see the coaches doing on the sidelines? They are clapping, cheering their players on, yelling words of encouragement, and high-fiving them as they come off the field.

While you don’t need to be quite that physically animated, bringing that energy and supportiveness to your role as a business leader is just as important. Show an interest in employees’ work, have direct conversations about expectations, set clear goals, give praise and credit when due, and encourage their development.

“92% of employees value supportive management almost as highly as pay, so this can be a critical way for companies to recruit and retain employees.”⁶

14. Be Consistent and Provide Stability

Sea captains back in the 16th and 17th centuries had to give their sailors courage on long voyages, often to uncharted lands. They had to exude the confidence that they knew where the ship was headed, how close they were to on-course, and that no storms or high seas would stop them. A captain who lost the confidence of his crew risked…mutiny!

While business leaders today don’t face quite the same risk, conveying a sense of consistency and stability is still vital for keeping business projects on track. “The best leaders follow a predictable pattern with clear reasoning when making decisions so their team members know what to expect, can prioritize accordingly, and ultimately feel a sense of stability.”³

Of the basic needs that employees want to be met, “Stability may be the most precious commodity…Though managers cannot control external environments (such as economic changes or government policy), they can give employees a sense of stability by honestly and consistently sharing information.”⁷

15. Inspire Hope

Employees want to be hopeful and optimistic about their career future, and will be more engaged and productive when they have such hope. Coaching, praise, and investing in helping employees develop their skills all contribute to that sense of optimism.

Employees need to know that their relationship with their manager will contribute to their professional future – through skill development and encouragement – whether or not that person is still their boss.

“But beware of overpromising…Hope for the future must be realistic. And when hope is realistic, employees can trust their leaders. Trust is built over time when your words match your actions.”⁷

Final Thoughts on How to be a Great Leader

Corporate leaders at all levels feel under siege from economic pressures, technological change, and workplace trends. Managers need to figure out how to maximize and demonstrate their value to the organization.

The good news is that there will always be a need for strong leaders. And the flattening of middle management may force bad bosses to either improve their leadership skills or seek other career paths.

Top executives looking to flatten their organizational structures need to be careful not to cut too deeply; employees still need the guidance an effective manager provides. They should also look at developing their management talent through professional training, both to build bench strength for succession planning and to improve cross-functional collaboration.

Improving their communication skills is at the top of the list for managers who want to become great leaders. As detailed above, there are more than a dozen other best practices to keep in mind and develop stronger capabilities, from delegation and managing employee workloads to making every member of their team feel involved, supported, acknowledged, and hopeful.

Interested in finding out more about how team building and professional development programs can help improve collaboration, communication, decision-making, and problem-solving skills across your organization? Contact Best Corporate Events to start a conversation about program options, including customizing activities to meet your specific goals.

Sources:

1. 1. 1. “The Death of Middle Management? Why the Roles Are Under Fire,” The Business Journals. https://www.bizjournals.com/tampabay/news/2024/09/26/amazon-middle-manager-cuts-shift-jobs.html
      2. “Companies Are Cutting More Managers, Leaving Employees Directionless,” Axios. https://www.axios.com/2025/04/17/managers-korn-ferry-unbossing-costs-tariffs?utm_source=bestcorporateevents
      3. “10 Ways Managers Accidentally Destroy Team Morale,” Fast Company. https://www.fastcompany.com/91272588/10-ways-managers-accidentally-destroy-team-morale
      4. “Six Tips for Becoming a Better Manager in 2025 – and Six Mistakes to Avoid,” The Business Journals. https://www.bizjournals.com/tampabay/news/2025/01/14/tips-better-manager-burnout-micromanage.html?utm_source=bestcorporateevents
      5. “4 Things Your Employees Won’t Tell You,” SmartBrief. https://www.smartbrief.com/original/4-things-your-employees-wont-tell-you?utm_source=bestcorporateevents
      6. “Rise of ‘Helicopter Managers’ Fuels Task Masking by Burned Out Workers,” The Business Journals. https://www.bizjournals.com/tampabay/news/2025/03/24/task-masking-helicopter-manager-monitor-burnout.html?utm_source=bestcorporateevents
      7. “Managers Can Have a Huge Positive Influence on Employees—Here’s How to Make the Most of It,” Inc. Magazine. https://www.inc.com/emilymccraryruizesparza/managers-positive-influence-employees-gallup/91167274