Have you ever felt like you’re walking a tightrope as a manager? Worried about keeping your team productive, engaged and free of drama - all while making sure you look good to leadership? That fear often leads managers to one of the biggest mistakes: managing to the lowest common denominator. It’s a trap that can undermine your team’s trust and productivity, but there’s a better way.

What Does This Look Like?

When you manage to the lowest common denominator, you make decisions or create policies based on controlling the least productive, least engaged or most problematic individuals. It means assuming the worst in people, and it can derail what you're trying to do - be successful as a manager. Instead, this approach often:

• Adds unproductive work/time to everyone's day: Requiring things like detailed activity reports from everyone because one person isn’t pulling their weight. These reports eat up valuable time or force employees to work longer days just to complete them.

• Restricts benefits or opportunities: Denying flexible work schedules, professional development opportunities or other "perks" for fear someone might abuse them, or make you look bad.

• Focuses on control over trust: It treats team members like they need to follow your directions exactly, instead of you explaining what's expected, and giving them the opportunity to figure out the best way to get it done, and grow while doing so.

Here’s the problem: These decisions penalize your top performers and create frustration for employees who don’t need micromanaging or restrictive policies. Over time, it drives those performers to not care about their work - or choose to leave - because it diminishes morale, stifles creativity and erodes trust.

Why Do Managers Fall Into This Trap?

Most managers don’t mean to manage this way - you want to succeed, get recognized for it and maybe even get promoted. So why do you do things that lead to the complete opposite? It’s often driven by fear:

• Fear of looking badly: If your team’s results (or the way they deliver them) reflect poorly on you, it’s tempting to over-control everything.

• Fear of losing credibility: You worry leadership will think you can’t handle underperformers, so you create one-size-fits-all rules.

• Fear of being taken advantage of: When someone slacks off or misses deadlines, it’s easy to overcorrect by making changes that impact everyone.

These fears (which are common, as Harvard Business Review research shows) lead managers to focus on maintaining control instead of empowering their team. Being think about how you feel when someone controls you too close, or assumes the worst in you. If you haven't thought about that (and it's easy to get caught up in the day-to-day and rarely think about the broader impact of your actions), it can help to take that feeling and think about how your team members feel. 

What Should You Do Instead?

In addition to what to avoid, I'll always give tips on what to do. And if you're thinking, "But I have to actually get my team to do the work," that's true! And managing effectively doesn’t mean avoiding accountability; it means creating an environment where you set clear expectations, build trust and address any underperformance (or missteps) individually. Here’s how you can start:

1. Be Honest About Expectations

Let’s start with clarity. Be upfront about what’s expected of your team and each individual. Spell out the goals, deadlines, and deliverables so everyone knows what success looks like.

And here’s the key: focus on outcomes, not rigid processes. It’s not about checking every box; it’s about delivering quality work. Your team doesn’t need to feel like they’re being graded on the wrong things.

What can you say? Start with, "This is what's expected of us this year - let's talk about your ideas to get there. Whether it's doing more of the same, or changing things up, let's talk about it."

2. Build a Culture of Trust

Instead of assuming the worst, assume good intentions until you have a reason not to. Trust your team to do their jobs, and set up systems that empower them instead of micromanaging every move.

And when life happens - because it will - give people some grace. Flexibility doesn’t mean lower standards; it means showing your team that you’re in their corner, helping them meet goals even during tough times.

What can you say? Start with, "I want to hear your ideas and honest feedback. You may be thinking, 'Nope - I don't want to get shut down.' And we might not be able to do everything you think of. But we'll talk about it, and how it can help us meet goals without adding more work to everyone's plate."

3. Address Issues One-on-One

If someone’s falling short, don’t create new rules for the whole team. That’s like fixing a leaky faucet by replacing all the pipes in the house. Instead, sit down with that person, figure out what’s going on, and make a plan to help them improve.

Your best people shouldn’t feel penalized because someone else is struggling. By addressing issues individually, you’ll keep your team’s morale intact while helping that one person get back on track.

What can you say? Start with, "I want this to be a team of trust - I'll be honest about what's expected, trust you to do your parts, and if that's not happening - we'll talk about it individually."

4. Focus on Results, Not Control

Ask yourself, “How can I help my team succeed?” instead of, “How can I control everything?” Shifting your mindset this way builds collaboration and accountability.

And those check-ins? Make them about removing roadblocks and offering support, not micromanaging. Keep the focus on what's expected. Unless it's truly getting in the way of work, don't focus on the few minutes you see your team members taking a break to chat. Focus on the way they're able to build relationships as a team, and the benefit that can mean to their work. 

This doesn't happen automatically - you may need to retrain yourself from assuming that your team members are slacking off, or not caring about their work. But keep working on it. When you do, you’ll likely find a team that gets the work done - and has a good time doing it. 

Need Help?

Managing effectively isn’t always intuitive, and that’s where Manager Method comes in. If you just like watching the videos and reading tips - that's great. We appreciate it! If you're looking for resources personally or for your organization, we're here for that, too. From foundational skills in Manager 101, to advanced leadership strategies in Manager 201, and practical tools for team development with the Employee Success Toolkit, we offer budget-friendly, impactful training solutions for managers and employees alike.

Ready to empower your team with comprehensive training that drives real results? Visit our Organizational Training page to learn more and book a call to discuss how Manager Method can help your organization.

You have the opportunity to have lasting ripple effects for your whole team. And you don't have to do it alone.