Practical, weekly articles on turning managers into leaders who run the business. Written by Jimmy Burroughes from real engagements with nearly 3,500 managers.
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Here's a question worth asking yourself honestly: are you the one who feels like they have to be in all the meetings, giving all the answers, solving all the problems?
Your phone goes off six times in an hour, and each message is a question one of your managers already has an answer to. You reply to every one of them, because that is what a good boss does.
We've stacked the deck against leadership. Then we act surprised when nobody wants the job. I see this pattern across every business we work with, in ten plus countries now. It isn't one lazy generation. It's a system problem, and it's getting worse.
If you've sent a manager on a leadership program recently, you've probably seen this pattern: they come back energized, talk about it for a week, and then nothing changes.
Answer: A team can be busy and unproductive at the same time because a large share of the week is going on work that belongs to somebody else. Escalations that should have died a level down, and the same exception handled every Tuesday because nobody has ever owned it. That work is real and it's tiring, and none of it turns into output. Count it for two weeks and you'll see the size of the gap.
Answer: Reorganizations fail because they change who reports to whom and leave alone who's allowed to decide what. The escalations that pushed you into the restructure get a new route rather than an ending. Eighteen months on, the same calls are landing on the same desk under different job titles, and somebody opens the org chart again.
There's no magic number. Seven can be too many, fifteen can be fine. What sets your limit is how many of your reports' decisions turn up alongside them. Count what lands on your desk for a fortnight before you split a team or add a layer.
Your management scorecard is probably showing you satisfaction scores, completion rates, and self-rated confidence going up. Meanwhile the first ninety minutes of your day are gone before you've got your coat off.
There is a moment that happens in almost every operational business, usually without anyone noticing it happen. A high-stakes deal is on the table. A critical client relationship wobbles. A project that matters is heading sideways. And the most senior person in the room, the GM, the Head of Ops, the Sales Director, rolls up their sleeves and takes it over personally.
Everything lands on your desk. Decisions that should have been made two levels below. Escalations from managers who are capable but keep checking upward before acting.
Your managers are working flat out. Long hours, full meetings, constant emails. And yet the numbers are not where they should be, strategic priorities set at the start of the quarter are sitting untouched, and escalations keep landing on desks they should never reach.
Your management layer had a strong quarter. Reviews were happening. Decisions were moving. Escalations were down. Then slowly, without anyone deciding it, the operating rhythms drifted. A weekly review got skipped. A decision framework got ignored because escalating was faster. An accountability conversation did not happen because nobody wanted the conflict.
Short, plain-language definitions of the ideas that run through this library.
If your leadership layer is creating bottlenecks instead of clearing them, let us talk.
Common questions about leadership development, results, and the Simplify to Amplify method
