Written by Heidi Wadsworth | 7th May 2026
There’s no denying line managers have one of the biggest impacts on employee performance, experience and retention. As the saying goes, people leave their manager, not their job!
Many of the most costly HR issues – disciplinaries, grievances, tribunals, high absence and high turnover – can usually be traced back to management behaviours that could have been prevented.
But this isn’t necessarily your fault. Many line managers are promoted because they’re star performers, not because they’ve been taught how to manage people. These so-called ‘accidental managers’ often receive little or no formal training or support before they’re expected to lead a team.
When managers aren’t set up for success, it can lead to avoidable (and expensive) challenges. That’s why it’s vital to build the knowledge and confidence you need to lead your team effectively.
Below are five common pitfalls we see and practical ways to avoid them.
1. Avoiding difficult conversations
Some line managers avoid parts of the role because they don’t feel confident tackling them. Difficult conversations are a common example, whether that’s addressing performance, behaviour, absence, or any other sensitive situation.
You might worry about saying the wrong thing, making the situation worse, or not knowing how to respond if an employee becomes upset or defensive.
When issues aren’t addressed early, small problems can quickly become full-blown conflict or create dysfunction within the team. They can escalate into more stressful, time-consuming processes and, in some cases, unintentionally push an employee towards raising a formal grievance.
As a line manager, it’s important to understand the value of early intervention, communicate confidently on sensitive topics, listen well, and know when to seek advice. It also helps when your organisation’s culture supports addressing issues promptly. Our manager training focuses on building practical skills in communication, listening, self-awareness and early resolution, so you feel equipped to handle difficult situations when they arise.
2. Not understanding employment law basics
As a line manager, you play a key role in shaping workplace culture, applying policies consistently and helping protect the business from legal risk. Without a working understanding of basic employment law, it’s difficult to handle common people issues confidently, and situations can quickly escalate into fines, tribunal claims, or reputational damage.
This matters even more right now, as the Employment Rights Act 2025 is introducing some of the most significant changes to employment law in decades, impacting many day-to-day areas of people management.
A solid grasp of the basics helps you build a compliant, respectful and fair workplace. It reduces the risk of costly missteps and supports a positive culture where employees feel valued and protected.
Our introduction to employment law course covers the core knowledge line managers need, from working hours and contracts, to data protection and discrimination. We also use real employment tribunal cases and practical case studies to bring the legislation to life.
3. Failing to manage performance proactively
A fundamental part of your role is performance management. Alongside motivating, recognising and praising good work, this means addressing poor performance promptly and having the right conversations early.
A common issue we see is managers only addressing performance when it becomes a serious problem – either because they’re unsure of the right process, or because they want to avoid conflict.
If underperformance isn’t dealt with early, it can send the wrong message to the wider team. Others may assume that the behaviour is acceptable, which can quickly affect morale, output and standards.
Effective performance management should be ongoing, not a one-off. That includes regular 1:1s, clear expectations, and constructive feedback. Where improvement is needed, you should agree measurable targets and timeframes, sometimes through a formal Performance Improvement Plan, and be clear about the consequences if standards aren’t met.
Often, you can start informally – a straightforward conversation may be all it takes to get someone back on track. However, if there isn’t enough improvement, you need to know when (and how) to move to a formal process, follow it consistently, and apply appropriate outcomes, including warnings and, where necessary, dismissal.
4. Inconsistent absence management
Having a sound absence management policy is one thing, but it only works if managers feel confident having early, supportive conversations – and know when to step in, how to raise concerns and what to say. Without that, even the best-written policy can fall short in practice.
When absence is managed inconsistently, it quickly becomes reactive. Each case is handled differently, rather than through a clear framework. That can lead to mixed messages, uncertainty for other managers, and frustration for employees if the approach doesn’t feel fair.
As of April 2026, Statutory Sick Pay is payable from day one of sickness absence – there are no longer three ‘qualifying days’ before payment begins. As a result, you may see more short, intermittent absences where employees still receive SSP. Without a consistent approach to monitoring and responding to patterns, frequent short-term absence can easily slip under the radar, and that can be costly for your business.
This is a good opportunity to introduce (or refresh) your training on applying your absence policy and process consistently. That includes holding return-to-work conversations, agreeing clear trigger points for when to step in and review patterns, and setting shared expectations so absence is managed fairly across the business.
5. Not adapting their management style
There isn’t one ‘right’ management style. What works best will depend on your strengths, your team, your organisation’s culture and what’s needed at that time. Some situations call for a more hands-on approach, while others benefit from stepping back and giving people space to lead.
What we often see is managers using the same approach with every person in the team. But people communicate differently, respond to feedback differently and handle change in different ways, so a one-size-fits-all style can leave employees feeling unsupported or misunderstood.
Adapting your style starts with self-awareness and understanding what each person needs from you. The more intentional you are about how you communicate, the easier it becomes to build stronger relationships, earn trust and motivate your team effectively.
Refresh your line manager training
Our Essential Training for Line Managers is designed to help you get the best out of your team by providing you with both foundational HR knowledge and practical people management expertise.
We cover key areas such as managing performance, handling difficult conversations, understanding HR processes and responsibilities and managing absence.
Whether you are a new manager or an experienced manager needing a refresher, this training will give you the confidence to handle legal and HR issues, develop your management style, enhance your ability to inspire and motivate your team and more.
We have upcoming dates in June for the two-part training course, learn more here.
If you have any questions about management training, or wish to book a place on our Essentials course, please contact training@realityhr.co.uk
About the author: Heidi Wadsworth, Head of Learning & Development | New Business Lead
Heidi takes a hands-on, pragmatic approach to learning and development and new business , working directly with clients to understand their unique challenges, culture, and environment. She combines her extensive cross sector experience in hospitality, retail, and manufacturing with a practical understanding of what works in real workplace situations.
Heidi’s strength lies in her ability to see the bigger picture while managing the practical details. She ensures every training programme empowers delegates to achieve excellence in their roles, creating lasting change that benefits both individuals and the organisation.