Ever feel like you’re drowning in expectations as a manager? You’re not alone. The role of today’s manager has evolved way beyond just “getting the work done” – and it’s creating a perfect storm of burnout and frustration.

This episode comes from a LinkedIn Live session where colleague, Kamaria Scott and I have a raw conversation about what’s really happening to managers in 2025. We dig into how the role has shifted from tactical work management to being part counselor, coach, strategist, disciplinarian, and therapist all rolled into one. All with this reality: most managers get zero training for these expanded responsibilities while being caught in the middle of competing demands from above and below.

We explore why the power dynamics between employers and employees are shifting again, how remote work mandates are putting managers in impossible positions, and why the traditional “people don’t leave companies, they leave managers” saying might not tell the whole story. Plus, we tackle the uncomfortable truth about why so many people want to become managers (spoiler: it’s usually about money, not people) and what that means for organizations.

This conversation gets real about the loneliness of management, the hard conversations nobody prepares you for, and why investing in manager development isn’t optional anymore. If you’ve ever felt like you’re playing multiple roles without a playbook, this episode is for you.

Key Highlights

• The modern manager role has evolved from task oversight to being part counselor, coach, strategist, disciplinarian, and relationship manager
• Managers are often the “enforcer” of organizational decisions they didn’t make and may not agree with
• The power shift between employers and employees post-COVID has put managers in difficult positions as policy enforcers
• Many aspiring managers are motivated primarily by money rather than people development
• Most managers receive minimal training (only 44% get any training according to recent Gallup research)
• Senior leaders often get more support and coaching while front-line managers are left to figure it out alone
• The loneliness of management: you’re “on the team but not of the team”
• Managers need to deliver difficult news (layoffs, denied raises, policy changes) while maintaining team morale
• The importance of distinguishing between “leaders” and “managers” – management is a specific job with defined responsibilities
• Organizations that don’t invest in manager development are setting their people up to fail

Resources/Links Mentioned

• Our next LinkedIn Live on June 19^th: https://www.linkedin.com/events/therealworkofmanagingunderperfo7340474839670935555/theater/
• Gallup State of the Employee Workplace Report (2025)
• Kamaria’s LinkedIn
• Kamaria’s website: www.eneticlps.com
• Kamaria’s podcast: https://managertomanager.com/

Guest Bio

Kamaria is the Founder and CEO of Enetic, a boutique consulting firm that specializes in helping organizations improve manager performance and enabling them to lead engaged, healthy and high achieving teams. An accomplished industrial-organizational psychologist, she has shaped her expertise over two decades, influencing both innovative startups and corporations such as BNY Mellon, FIS, and Accenture. She focuses on aligning HR strategies with business objectives, fostering collaborative success. Initiatives under her leadership have received the multiple Learning Elite Awards by Chief Learning Officer magazine.

Kamaria also hosts the Manager to Manager podcast, a platform where she extends her passion for leadership development and managerial excellence. The podcast serves as a valuable resource for new and seasoned managers alike, offering actionable advice, best practices, and personal stories to inspire and guide listeners in their leadership journeys.