I once met a man—let’s call him Johan—who was the best technical specialist in his department. The kind of person who could solve problems others didn’t even see coming. Quiet, reliable, smart. His work was spotless. So, naturally, the company did what many do: they promoted him.
“Congratulations, Johan. You’re now the new team manager.”
His salary increased. His title changed. He even got a parking spot closer to the building. But something else changed, too—something more subtle. Within a few months, I saw the light in his eyes begin to dim. Not because he didn’t want to lead, but because no one had shown him how.
He was no longer doing what he loved. He was managing. Or rather—he was supposed to manage. But what he actually did was attend meetings, fill in reports, pass down instructions, and ask permission before making even the smallest decision. Slowly but surely, Johan became what I call a “puppet manager.”
What Is a Puppet Manager?
It’s a term I made up, but maybe it rings a bell. A puppet manager is someone who carries the title of “manager” but has no real autonomy. Their strings are pulled from above, their job reduced to repeating rules and forwarding emails. They’re not expected to think, just to enforce.
And then there’s the “protocol manager”—a close cousin. This is someone buried in procedures. Their leadership is governed by checklists, flowcharts, and step-by-step instructions. Decisions are not theirs to make, even when they carry the responsibility. If the protocol doesn’t cover the situation, they freeze.
In both cases, you end up with a person wearing the title of “manager” but stripped of what makes the role meaningful: judgment, freedom, courage, and trust.
How Did We Get Here?
Let’s go back to Johan. He was great at his job. That’s why he got promoted. But being good at your profession doesn’t automatically make you good at managing others. It’s like asking a great football player to coach a team just because they can score goals.
And yet, it happens all the time. The moment someone reaches the ceiling of their professional growth, leadership becomes the next step—whether they’re prepared or not.
Here’s the catch: when companies don’t invest in leadership development, they try to compensate for weak leadership with more rules. If managers aren’t trained, then give them strict procedures. If they lack confidence, make them ask for permission. If they can’t be trusted, control them.
Suddenly, leadership disappears—and what replaces it is management by manual.
Why Rules Alone Don’t Work
Don’t get me wrong—protocols, policies, and procedures matter. Especially in complex organizations or high-risk industries. But when they begin to replace thinking, you’ve got a problem.
A manager without freedom is like a captain who can’t steer the ship without calling headquarters. In calm weather, that might be okay. But in a storm?
Disaster.
Great leadership means adapting, not just applying rules. It means knowing when to follow procedure—and when to bend it, for the sake of your people, your customers, or your purpose.
What Gets Lost Without Real Management
Here’s what I’ve seen disappear in over-protocolled organizations:
-Ownership – Managers stop taking initiative. Why bother, if you need approval for everything?
-Creativity – Innovation dries up when no one’s allowed to color outside the lines.
-Engagement – Teams lose trust in managers who have no power or courage.
-Accountability – Mistakes increase because no one truly feels responsible.
Worst of all, potential leaders either burn out or leave. And who stays behind? The ones willing to survive as puppets.
Why Real Leadership Requires Trust
Being a manager is not about controlling people. It’s about guiding, developing, and enabling them. That takes judgment, empathy, and guts. It also takes trust from above.
If you don’t trust your managers to lead, why do you call them managers?
Give them responsibility—but also the authority to carry it out. Invest in their skills. Give them space to make decisions. Let them learn from mistakes. That’s how you grow real leaders—not puppets.
And if someone can’t handle the freedom and weight of leadership? Then it’s better—for everyone—to let them return to their profession. Not as a failure, but as a recognition of where their talents truly shine.
A Quick Test for Leaders
If you’re a senior leader reading this, ask yourself:
-Do my managers have real decision-making power?
-Are they free to adjust plans or processes when needed?
-Have I invested in their development—or just handed them a title?
-Do I trust them? If not—why?
Because if the answer to these questions leans toward no, then chances are, you’re not building leaders.
You’re building messengers. Rule enforcers. Puppet managers.
The Bottom Line
We need to stop confusing compliance with competence.
We need managers who are human—who lead with both head and heart. Who challenge the rules when needed, not because they’re rebellious, but because they care. Who know when to follow, when to lead, and when to listen.
Let’s train them. Support them. Trust them. And if they’re not fit for the role, let’s be honest about it—instead of burying them under protocols until they disappear.
Because leadership isn’t about being perfect.
It’s about being real.
