The five subtle signs of an insecure manager you might overlook
Leadership isn’t just about making the big calls; it’s about how you inspire and guide your team. But sometimes, insecurity can creep into leadership roles, showing up in ways that don’t immediately scream “insecure.” It’s not just the micromanaging or credit-hoarding that tips you off — sometimes, the signs are far more nuanced.
Here’s a closer look at five less obvious tells of an insecure manager and how they impact teams.
1. Jargon overload: when buzzwords take over
Insecure managers often overuse jargon, acronyms, and trendy buzzwords to appear knowledgeable. Rather than breaking down complex concepts into simpler, more relatable terms, they might opt for convoluted explanations to showcase their “expertise.” This behavior stems from a deep-seated fear of being perceived as unqualified. By wrapping their communication in layers of complexity, they hope to create a veneer of authority. However, this tendency often backfires, leaving employees feeling alienated or hesitant to ask questions, which can hinder collaboration and clarity.
2. The overzealous “open door” policy
An open-door policy is meant to foster transparency and accessibility, but some insecure managers take it too far, insisting on being consulted for even the smallest decisions. While this might appear to signal engagement, it often stems from a fear of being excluded or losing control. This over-involvement creates bottlenecks and slows decision-making processes, leaving team members feeling micromanaged under the guise of transparency. Instead of empowering the team, it erodes their confidence and autonomy.
3. Shifting sands: the constant goal rebrand
Frequent changes to team goals, strategies, or focus areas are another sign of insecurity. Instead of following through on existing objectives, an insecure manager might pivot to new ones to avoid accountability for unfinished or unsuccessful projects. This constant shifting creates an illusion of progress while masking underlying uncertainty or fear of failure. For the team, this instability can be deeply frustrating, as their efforts feel wasted and their work lacks a clear sense of direction.
4. Empty praise: “good job!” without the substance
Everyone appreciates recognition, but when praise becomes overly generic and lacks specificity, it can feel hollow. Insecure managers may use excessive, non-specific praise as a way to avoid giving constructive feedback, fearing that honest critiques might expose their shortcomings. While this approach might seem supportive on the surface, it leaves employees unsure of where they truly stand or how they can improve. Over time, this erodes trust in the manager’s authenticity and stifles personal and professional growth.
5. The sideline play: avoiding confident team members
One of the most subtle but telling signs of an insecure manager is their tendency to avoid or sideline the most confident and capable team members. Rather than viewing these individuals as assets, they might see them as threats to their authority. This behavior can manifest in various ways, such as excluding strong performers from important projects, downplaying their contributions, or failing to acknowledge their ideas. For high-performing team members, this can be demoralizing and lead to disengagement — or worse, their decision to leave the team entirely.
What’s next?
Insecure managers aren’t inherently bad people — they’re often grappling with their struggles. If you spot these traits in a manager (or even in yourself), the key is to open a dialogue, foster trust, and create a culture of growth.
After all, great leadership isn’t about knowing everything — it’s about building an environment where the whole team thrives, insecurities and all.
Will Kelly is a technology industry writer and marketer. Medium is home to his personal writing. He’s written for CIO, TechTarget, InfoWorld, and others. His career includes stints in technical writing, training, and marketing. Follow him on Twitter :@willkelly.
