Whether you manage a team of 2 or 2,000, the challenges are surprisingly similar. After two decades in Legal, HR, and advising leaders across industries, the same three issues keep showing up - no matter the team, title or organization.

Want to hear these? Watch the video below - and scroll down for written tips and even more examples. I’ve included timestamps in the YouTube description, and I’m also adding them here on the blog next to each of the 3 tips, so you can jump right to the parts that matter most if you’re short on time.

1. People are always asking: “What’s in it for me?” 

(Go to 0:43 in the video)

Thinking that isn't selfish - it’s human nature.

We’re all wired to think about how something affects us first. That’s why one of the most helpful shifts a manager can make is to stop and think WIIFT - “What’s in it for them?” - before making an ask or delivering a message.

This is what it can look like:

• For your team: If you’re assigning a new project or asking for them to meet a goal or deadline, don’t just explain what you need - explain why it matters and how it might benefit them. Will it help them grow a skill? Get visibility? Make their work easier in the long run?

• For your boss (or anyone else around you): When someone asks you for something and you’re unclear on why they need it, don’t just guess - ask. You can make it simple: “Happy to pull that together - what do you need to do with it? I can make sure it's in the best format so you don't have to do extra work.” It shows you’re being thoughtful and collaborative, while also helping you get clear on the purpose and format - whether that’s a few bullets, a draft email or a slide. It saves time, avoids back-and-forth and positions you as someone who makes others’ lives easier.

2. When the questions come - breathe, prioritize, and remember: these questions are a good thing.

(Go to 3:35 in the video)

One of the quickest ways managers get overwhelmed is when it feels like everyone needs something right now. Questions from the team, your boss, other leaders who need something from you - it can feel like... a lot.

But remember this: getting questions is a good sign. It means people are engaged, curious and trying to do their jobs well. And, most importantly, that they trust you do help them do it. Silence, on the other hand, might feel like a break - you finally get a chance to knock things off your to-do list. But more often than not, it’s a red flag. It can mean people are lost, disengaged or making decisions without the context they need.

That said, it can still feel like a lot. So:

• Breathe. It’s okay to pause before reacting.

• Prioritize. What’s urgent, what’s important and what can wait?

• Communicate. Example words: “Thanks for asking me - my plate’s full today, but I can take a look [when you can realistically look at it] and get back to you by [realistic date]. Let me know if that timing doesn’t work - I’d need to shift things around, and if that’s not possible on your end, we’ll need to talk through options.” This helps people feel heard, sets clear expectations and avoids last-minute stress.

People aren’t always aware of what’s on your plate - because, as we talked about in #1, they’re focused on their own priorities. So it’s on you to speak up about your bandwidth, set expectations and still thank them for looping you in.

3. Communication is everything - use it to connect, coach and lead.

(Go to 5:02 in the video)

If I had to pick one free, powerful tool every manager has at their fingertips, it’s communication.

And I don’t just mean sending updates or answering emails - I mean using communication to lead, meet your goals, develop your team and build trust.

• Proactively share what’s happening. If something could mean a change in a timeline, process or priority, bring it up as early as possible. No one loves surprises at work - especially when it turns out you knew but kept quiet.

• Talk through your thinking. Take things you're already doing - like making decisions - and turn it into something bigger. By walking your team through your thought process, it's a triple win. You invite broader (and, as I say above, often even better!) input, it makes people feel like they matter to you, and it gives them a realistic look into how decisions get made. It's a simple way to build skills while keeping the work moving.

• Turn strategy into action. Leadership might hand down the what - but it’s up to you and your team to figure out the how. The biggest difference maker is communication: asking your team for their ideas, working through the details together and making sure everyone’s on the same page.

• Explaining more means developing faster. Succession planning isn’t just for later—it starts now. Use communication to pull back the curtain. Whether your team’s aiming for your role or just wants a clearer view of the big picture, explaining your process helps them grow and builds a stronger bench for the future.

What to take away:

Notice I didn’t say any of my tips were about having all the answers, being the loudest voice in the room or acting like you’ve got it all figured out. Leading well is about thinking like a human, communicating consistently and seeing questions and feedback as signs that your team is paying attention - which is exactly what you want.

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Manager Method was founded by Ashley Herd, a former employment attorney and HR executive who’s worked with organizations of all sizes to help leaders communicate clearly, build trust and lead with impact. Manager Method provides practical, ready-to-use training and tools that actually stick. From foundational manager training to advanced leadership strategies, Manager Method helps organizations grow confident leaders who know how to support their teams, drive results and create a workplace people want to be part of. Learn more at managermethod.com.