Spotting the quiet cracks: Five subtle signs of an insecure manager
When buzzwords, bottlenecks, and ‘good job’ vibes take over the corner office.
Leadership isn’t just about making big decisions or hitting KPIs—it’s about creating an environment where everyone feels empowered to bring their best to the table. But what happens when a manager’s insecurity quietly undermines that dynamic? It’s easy to spot the glaring red flags, like blatant micromanagement or hogging the credit. What’s trickier are the subtle signs that something deeper is at play.
Here’s a guide to recognizing five understated ways insecurity can show up in management—and the ripple effects it can have on a team.
1. The buzzword blitz: when jargon masks uncertainty
You’ve heard it before: phrases like “synergizing verticals” or “moving the needle” sprinkled liberally into conversations. While industry jargon has its place, overusing it can be a defense mechanism. Insecure managers may lean on buzzwords and convoluted language to appear more competent, even if it leaves the team scratching their heads.
This tendency often stems from a fear of being seen as inadequate. Ironically, instead of building credibility, it creates confusion and alienates team members who are too hesitant to ask for clarification. The result? A team that feels disconnected and unsure of how to move forward.
2. The overzealous “open door” policy
An open-door policy is a hallmark of transparency—or so it should be. But when a manager insists on being consulted for every minor decision, it might signal something else: a fear of losing control.
Instead of empowering the team to act independently, these managers inadvertently create bottlenecks, slowing progress under the guise of being “available.” The constant need to check in can erode team confidence and autonomy, leaving people feeling micromanaged rather than supported.
3. Constant goal post shifting
You’re charging full steam ahead on a project when suddenly, the priorities change. And then change again. Sound familiar?
This is a classic move of an insecure manager who avoids accountability by perpetually redefining the team’s objectives. It’s easier to pivot than face the potential failure of an unfinished project. While this tactic may create the illusion of progress, it’s deeply demoralizing for teams, who see their hard work evaporate with each new direction. The lack of stability sows frustration and kills morale.
4. Hollow praise: “good job!” without depth
We all crave recognition, but there’s a difference between genuine acknowledgment and surface-level compliments. Insecure managers often over-rely on generic praise like, “You’re doing great!” to avoid delivering constructive feedback.
Why? Because giving specific critiques requires confidence—and these managers fear exposing their own shortcomings. The downside? Employees are left unsure of their true performance, missing out on opportunities for growth. Over time, this lack of meaningful feedback erodes trust and stifles development.
5. Steering clear of the team’s top talent
Perhaps the subtlest—and most damaging—sign of insecurity is when a manager avoids their most confident and capable team members. Instead of viewing high performers as assets, insecure managers may perceive them as threats.
This insecurity can lead to sidelining strong employees, excluding them from key projects, or downplaying their contributions. For the team’s top talent, it’s demoralizing and alienating. Over time, these behaviors can push your best people out the door, leaving the entire team worse off. To avoid losing great team members, read how to retain top talent.
Turning insecurity into growth
It’s worth noting that insecure managers aren’t necessarily bad people—they’re often struggling with their own fears and doubts. Recognizing these patterns, whether in a boss or even in yourself, is the first step toward growth.
Addressing insecurity starts with open, honest dialogue. By fostering trust and creating a culture of collaboration, managers can move beyond fear and build teams that thrive. After all, great leadership isn’t about being perfect; it’s about empowering others to grow, flaws and all.
Have you ever encountered an insecure manager—or even seen shades of these traits in yourself? Let’s talk about it. Share your thoughts below or forward this to someone who might find it helpful.