Let’s be honest. Management isn’t hard because of spreadsheets, KPIs or strategy decks.
It’s hard because of the grey areas. The awkward, messy, no-clear-answer moments that make you wonder: “Is this actually my job… or am I just overthinking this?”
If you’ve ever tiptoed around passive-aggressive behaviour, avoided a semi-personal team issue, or sat on a problem hoping it would go away, this article is for you.
Here’s a practical guide to the most common “do I really have to deal with this?” moments… and how to handle them like a grounded, confident leader.
The Team Member Who’s Always Just a Bit Late
They’re not technically late enough to make it a formal issue… but it’s annoying the team and slowly eroding standards.
Yes, you need to address it. Timeliness signals respect—for others, for deadlines, and for the culture you’re trying to build. Don’t make it bigger than it is—just name it. “Hey, I’ve noticed a pattern—are mornings tricky for you at the moment?” Open the door to dialogue, but gently reaffirm your expectations.The Vibe Shift No One Wants to Name
The team’s energy is off. People are quieter. Slack is dryer. You sense something’s brewing… but there’s no specific event to latch onto.
Trust your gut. This is where management intuition earns its stripes. Try light check-ins or one-on-one chats. “How are you feeling about the team rhythm lately?” Even if you don’t solve it on the spot, showing that you’ve noticed, and care, opens space for things to shift.The Passive-Aggressive Undercurrent
You’re not imagining it: the sighing, the “just saying” comments, the subtle digs.
Address the behaviour, not the intention. “In the last couple of meetings, I’ve noticed some tension in how feedback is being shared. Let’s talk about how we want to show up as a team.” Keep it professional, not personal. Invite ownership, but hold your standards.The Oversharer
You want to be supportive, but your team member keeps unloading personal issues that you’re not qualified (or comfortable) managing.
Acknowledge their trust, then gently redirect. “I really appreciate you sharing that with me. I want to support you, but I also want to make sure you’re getting the right kind of support. Have you considered speaking to [HR/another leader]?” It’s okay to have boundaries. Good managers know their limits.The ‘Not My Job’ Attitude
A task needs doing. Everyone knows it. But the person it should fall to keeps sidestepping with technicalities.
Use it as a growth moment. “I get that this might not be in the job description line by line, but in a team, flexibility makes all the difference. What’s a way we could handle this that feels fair to everyone?” You’re not just solving the task—you’re building culture.You… When You’re the One Who’s Drained
Yes, you. The manager who’s trying to keep everything together, who knows they’re not showing up at their best, but doesn’t know how to fix it without dropping the ball.
Own it. Even just to yourself or a trusted colleague. Leadership is exhausting when you never press pause. Block time to reset. Ask for help. Talk to your manager. Model the self-awareness you’d want your team to show.
If you’re dealing with any of these grey areas—yes, it’s your job.
But no, you’re not expected to have it all figured out alone.
Management is less about solving and more about showing up—with curiosity, clarity, and care. The grey areas won’t go away, but you can get better at navigating them. And that’s what real leadership looks like.
Want More?
If these scenarios ring a little too true, you’re not alone—and you’re exactly who our upcoming Management Skills Workshop is built for. We’ll unpack the practical tools and human skills that help leaders like you thrive—even when things get messy.
Want the details? Click here to find out what you’ll learn or register your interest.
