The Manager’s Funeral: Are You Ready to Lead the New Way?

Let’s rewind a little over a century. Picture this: the early 20th century in bustling Detroit. The Ford Motor Company, under the legendary Henry Ford, has just rolled out the Model T, and the assembly line is revolutionizing the way the world works.

Workers stand shoulder to shoulder, performing repetitive tasks as managers loom over them, barking orders and ensuring that no one steps out of line. In the new industrial world, the manager was king. This is still true in the modern industries.

Fast forward to the 21st century, and the picture has drastically changed. The rigid assembly lines have been replaced by open-concept offices, remote workspaces, and collaborative hubs.

The factory floor has evolved into the cloud, where creativity, innovation, and agility reign supreme. Yet, amidst all this change, one relic from the past stubbornly clings on—the manager.

We’re now in the throes of the Fourth Industrial Revolution, where artificial intelligence, automation, and hyper-connectivity are rewriting the rules of business. The world is moving faster than ever before, and so is the workforce.

Attention span has also reduced. Today’s employees are not content with merely clocking in and out; they seek purpose, autonomy, and the opportunity to make an impact. But there’s one problem: they’re still being “managed” like it’s the Industrial Age.

1. The Great Management Mismatch

In today’s corporate landscape, the role of the manager is increasingly being questioned. Why? Because the traditional model of management—rooted in control, supervision, and micromanagement—is not only outdated, it’s actively driving talent away.

We’re facing unprecedented levels of attrition, and it’s not hard to see why. It is true to great extent for knowledge workers and to a smaller extent for the blue collar industrial worker. However, there are prominent industrialists like TATA have been leading the change for eons.

Let’s break it down: I see three major factors fueling today’s high turnover rates—Multiple Opportunities and rising income, Confidence due to easy network, free information and options, and—yes, you guessed it—The Manager.

2. A World of Opportunities

Let’s talk about opportunities. Imagine you’re a skilled chef in the 1980s. Your options are limited to the local restaurants or, if you’re lucky, a hotel kitchen. You stick to your job because it’s secure, and opportunities are scarce.

In today’s age, that same chef has a plethora of options—opening a food truck, starting a YouTube channel, launching a catering business, or becoming a personal chef to celebrities. The world is their oyster.

This is the reality of the modern workforce. Opportunities are everywhere, and they’re not bound by geography or industry. The digital age has opened doors that the earlier generations couldn’t even imagine.

Whether it’s jumping into a startup, freelancing, or shifting to a completely different industry, today’s employees have options. And they know it.

3. Confidence Unleashed

Now, let’s add confidence to the mix. Remember when taking a gap year was seen as career suicide?

Not anymore. Today’s workforce is brimming with confidence. They’re not afraid to take risks, switch careers, or leave a job without another one lined up. They know they have the skills, the knowledge, and the network to bounce back stronger.

The unmatched confidence results out of the free flow of information. Opportunities are all available on Linkedin and job portals. Networking and sending a message to the who’s who is just few clicks away.

This confidence is a double-edged sword for employers. On one hand, it means you have a workforce that is dynamic, self-assured, and ready to take on challenges. On the other hand, it means they won’t hesitate to walk away from a job that doesn’t meet their expectations.

And who’s often at the center of those unmet expectations? The Manager

4. The Manager: A Relic of the Past

Here lies the crux of the issue. The manager, as we’ve known them, is a relic of the past. They were born in the age of the assembly line, where control and supervision were key to ensuring productivity.

But today’s workforce doesn’t want to be controlled—they want to be inspired. They also want to add lasting value.

The problem is that most managers haven’t evolved. They’re still stuck in a command-and-control mindset, micromanaging their teams and stifling creativity.

They measure success by attendance, permissions, and reports—things that today’s employees find not just irrelevant but downright irritating.

We’ve all heard the horror stories—employees who have to clock in and out, justify their every move, and fill out endless reports just to prove they’re working. It’s no wonder that when these employees come face to face with a traditional manager, their first instinct is to run for the door.

5. The Death of Micromanagement

Micromanagement is like trying to steer a ship by standing in the engine room. You’re so focused on the minutiae that you lose sight of the bigger picture. And in today’s fast-paced world, losing sight of the big picture is a fatal mistake.

Take Google, for example. One of the world’s most innovative companies, Google understands that micromanagement stifles creativity.

They famously encourage their employees to spend 20% of their time on projects that interest them, even if those projects have nothing to do with their day-to-day job.

This freedom has led to some of Google’s most successful products, including Gmail and Google Maps.

The message is clear: Trust your employees to do their jobs, and they’ll reward you with innovation and loyalty.

6. Actionable Steps to Bury the Manager and Revive Leadership

So, what’s the solution? How do we move from managing to leading? Here are actionable steps that actually work—steps that will help you transform from a traditional manager into a modern leader.

a. Shift from Control to Empowerment

The days of controlling every aspect of your team’s work are over. Instead of micromanaging, focus on empowering your team.

Give them the autonomy to make decisions, take risks, and explore new ideas.

This doesn’t mean you step back entirely; it means you provide the support and resources they need to succeed.

Example: Atlassian, the Australian software company, has a “ShipIt” day every quarter where employees can work on any project they want. The only rule is that they have to present their work 24 hours later.

This freedom has led to innovative solutions that have improved the company’s products and processes.

Action: Start by identifying areas where you can give your team more autonomy. Whether it’s letting them choose how to approach a project or giving them the freedom to set their own deadlines, small changes can have a big impact.

b. Foster a Culture of Feedback

Traditional managers often shy away from feedback, viewing it as a tool for criticism rather than growth. But in today’s world, feedback is essential. It’s how we learn, grow, and improve.

And it’s a two-way street—leaders should be just as open to receiving feedback as they are to giving it.

Example: At Netflix, feedback is part of the company culture. They encourage employees to give and receive feedback regularly, and they even have a “real-time” feedback tool that allows employees to share feedback instantly. This culture of transparency has helped Netflix stay agile and innovative.

Action: Create a feedback loop within your team. Encourage open communication and make it clear that feedback is about growth, not criticism. Regularly ask your team for feedback on your leadership style and be willing to make changes based on their input.

c. Lead by Example

In the past, managers led from behind a desk, giving orders and expecting them to be followed. But today’s leaders lead from the front.

They roll up their sleeves, get involved, and show their team that they’re in the trenches with them.

It is inspiring for the team and they respond very well to this style of leadership.

Also, no one will follow someone who does not have the intellectual capacity, knowledge and empathy. Ensure you develop these.

Example: During the early days of Airbnb, co-founders Brian Chesky and Joe Gebbia didn’t just sit back and watch their company grow—they got their hands dirty.

They went door-to-door to recruit hosts, personally photographed listings, and even rented out their own apartments to understand the experience. Their hands-on leadership style inspired their team and helped build a culture of dedication and hard work.

Action: Look for opportunities to lead by example. Whether it’s taking on a challenging task, staying late to help with a project, or showing vulnerability by admitting when you don’t have all the answers, your actions will speak louder than words.

d. Cultivate Emotional Intelligence

In the past, emotions were seen as something to be kept out of the workplace. But today, emotional intelligence is recognized as a key leadership skill. Understanding and managing your own emotions, as well as those of your team, is crucial to building strong relationships and creating a positive work environment.

Example: LinkedIn’s CEO, Jeff Weiner, is known for his high emotional intelligence. He practices what he calls “compassionate management,” which involves understanding the needs and concerns of his employees and addressing them with empathy. This approach has helped LinkedIn build a strong, engaged workforce.

Action: Start by developing your own emotional intelligence. Take time to understand your emotions and how they affect your behavior. Then, work on building strong, empathetic relationships with your team. Pay attention to their needs and concerns, and be proactive in addressing them.

e. Build a Culture of Continuous Learning

The Fourth Industrial Revolution is all about innovation and adaptability. To stay ahead, you need a team that is constantly learning, growing, and evolving. As a leader, it’s your job to create an environment where continuous learning is encouraged and supported.

Example: Amazon is famous for its commitment to learning. They offer employees a range of programs, from technical training to leadership development, to help them build new skills and advance their careers.

This investment in learning has helped Amazon maintain its competitive edge and attract top talent.

Action: Encourage your team to pursue learning opportunities, whether it’s through formal training programs, online courses, or attending industry conferences.

Make learning a part of your team’s culture by setting aside time for knowledge-sharing sessions and celebrating the acquisition of new skills.

f. Flatten the Hierarchy

Traditional corporate structures are often bogged down by layers of management, which can slow decision-making and stifle innovation.

Flattening the hierarchy allows for quicker communication, more agile decision-making, and a more empowered workforce. Open door policy can be uplifting to the team.

Example: Valve, a video game developer, operates with a flat organizational structure. Employees don’t have bosses; instead, they work in self-organizing teams. This structure has allowed Valve to remain highly innovative and responsive to changes in the industry.

Action: Consider ways to flatten your organization’s hierarchy. This could involve reducing the number of management layers, encouraging cross-functional teams, or creating a more collaborative decision-making process.

7. Conclusion: Lead, Don’t Manage

The manager, as we’ve known them, is dead. The command-and-control structures of the past no longer serve us in a world where innovation, creativity, and agility are the keys to success. Today’s workforce doesn’t want to be managed—they want to be inspired, empowered, and led.

It’s time to move beyond the outdated notion of management and embrace a new model of leadership. A model that prioritizes autonomy, feedback, emotional intelligence, and continuous learning.

A model that flattens hierarchies and fosters a culture of innovation. In this new world, the manager becomes the damager if they insist on managing. Instead, they need to take their team to victory and, in the process, build more leaders, not more followers.

So, to all the managers out there clinging to the past: the world has moved on. It’s time you did too.