The Five Sins of Poor Managers in the Tech Industry
This article examines how common managerial flaws—such as overvaluing PPT skills, greed, unchecked anger, laziness, and arrogance—harm technical teams, offering concrete advice for leaders to empower employees, delegate responsibly, and foster a healthier workplace culture.
In today’s tech environment, many employees feel like a vulnerable group, often suffering from workplace PUA and poor management practices.
The author questions why many managers perform poorly, noting that the real victims are the frontline workers.
He argues that managers are often fed clichéd buzzwords like "empowerment" and "coaching" without practical guidance, leading to ineffective leadership.
Using the familiar "Five Sins" framework, the article critiques managers:
1. Desire Gluttony – In the internet industry, there’s a saying that writing code is less valued than delivering PPTs; those who excel at PPTs often receive promotions, while technical contributors feel undervalued.
Technical staff work long hours, yet their achievements are claimed by managers without acknowledgment.
2. Greed – Mid‑level managers often have limited resources and power, yet they hoard what little authority they have, leading to selfish behavior and pressure on subordinates.
Effective delegation and sharing of authority can improve efficiency.
3. Uncontrolled Anger – Managers who frequently interrupt, dominate discussions, and use authority to silence ideas exhibit arrogance, undermining team morale.
True leadership persuades rather than coerces.
4. Laziness – Some leaders avoid responsibility, neglect communication, and act like "hands‑off" managers while still expecting results, harming team performance.
When companies face strong competition, such laziness can be costly.
5. Arrogance – Managers who dismiss feedback, cling to past achievements, and enforce rigid "996" work schedules demonstrate arrogance, creating an environment of emotional abuse.
The author urges managers to listen, empower, and avoid judging employees based on outdated notions of hard work.
He concludes with a call for leaders to respect their teams, encourage growth, and refrain from imposing unreasonable work cultures.
Author: Yuan Wufan, senior tech director at a large tech firm (WeChat public account "pointers").
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