Why managers wear masks
Summary
The author — a seasoned senior manager with long experience in local government and housing — argues that many managers adopt a ‘mask’ or persona when they move into leadership roles. They do this because organisational expectation demands alignment with senior decisions and corporate messaging. While this can project confidence and keep messages consistent, it often undermines trust, reduces authenticity and leaves employees disengaged.
The piece uses a personal anecdote: the author was reprimanded for publishing an opinion piece in a local paper, told that senior managers can’t hold personal views. This illustrates the pressure on managers to hide doubts and feelings.
Practical remedies suggested include transparent communication, explaining the reasoning behind decisions, actively listening to staff, acknowledging concerns, avoiding false promises and being willing to adapt plans when new information emerges. The overall message: honesty and openness build long-term trust, even if they’re uncomfortable in the short term.
Key Points
- Managers often adopt a persona to mirror senior leadership and protect organisational messaging.
- Wearing a ‘mask’ can create a mismatch between words and body language, eroding employee trust.
- Authentic communication — explaining the reasoning behind decisions — increases understanding and buy-in.
- Leaders should listen, acknowledge concerns, admit mistakes and be prepared to modify plans.
- Avoid giving false assurances: timely, honest bad news is better than later disillusionment.
Why should I read this?
Short version: if you manage people, this is a sharp reminder that sloppy confidence and scripted answers cost you trust — and trust makes the job easier. It’s a quick, practical take on why being more human (yes, really) improves results.