The old way of managing people just doesn’t cut it anymore. For too long, leadership meant controlling the process, checking the boxes, and “staying in charge.” But that’s not how it works today. The world has shifted, work is no longer a place, and teams aren’t just about ticking off tasks.

Line managers now find themselves juggling a whole new set of expectations. They are expected to coach their teams, act as culture carriers, and drive employee engagement while managing performance. If you’re feeling the weight of these demands, you’re not alone. Line managers are often stuck between competing priorities, ranging from the need to hit targets, the drive towards a healthy, engaged team, and the pressure to lead through uncertainty. 

It’s a lot to handle; no wonder so many managers feel ill-equipped. The truth is, the old-school manager model is dead. And it’s time we accepted that and made the shift to something better.

The Old Model Doesn’t Work Anymore

For a long time, line management was all about control. If you could get the work done, manage your team’s output, and follow the rules, you were considered a good manager. 

But that is no longer the case. The old ways of directing work no longer meet the needs of our diverse, hybrid teams.

People want more than just a boss. They want a leader who listens, who empowers and shows up with empathy. Managers are now expected to create connections and drive culture while also aligning with business strategy. Their responsibility goes beyond telling people what to do. They now also help them grow, making them feel heard, and creating an environment where they thrive.

The reality? 

Most line managers do not feel prepared for this expanded role. I know from experience.

I was thrown into managing a team of twenty-three at a young age, with no training and no framework. It was sink or swim. 

Sure, I hit my targets, but I didn’t have the tools to manage the people side of things. And when I wasn’t supported, I found myself burnt out and struggling with depression. 

I learned the hard way that performance doesn’t matter if people aren’t emotionally supported or aligned with the bigger picture.

The New Role of Line Managers

The new line manager isn’t the boss who barks orders; they’re the coach who builds trust, the mentor who nurtures growth, and the culture carrier who drives the team’s values forward. Line managers are the pulse of the organisation, tasked with guiding teams through the complex dynamics of hybrid work, shifting generational expectations, and, often, managing mental health issues that come with uncertainty.

So, how do we equip them to take on this massive responsibility? It comes down to seven critical skills. These are the skills every modern leader needs not just to survive, but thrive at work.

The 5 Skills Every Modern Leader Needs Now

#1 Emotional Intelligence (Start with Yourself)

Leaders need to understand their own emotions first before they can manage others. Calm is contagious. If you’re stressed, your team will feel it. Emotional intelligence means being self-aware, empathetic, and able to navigate challenging emotions, yours and theirs.

Try this: Slow down. Before responding to a situation, take a moment to check in with yourself. How are you feeling? Name your emotions; this simple act builds self-awareness and shows your team that it’s okay to be human.

#2 Coaching Over Telling

People don’t just need managers who tell them what to do,they need coaches who ask the right questions and help them find their own solutions. Instead of just giving answers, line managers should be guiding their team members to think critically and solve problems themselves. This builds autonomy and confidence.

Try this: The next time someone asks you a question, instead of answering immediately, ask: “What do you think?” “What other options have you considered?” Let your team come up with the answer, and guide them to the best solution.

#3 Inclusion in the Small Moments

Inclusion is not a one-time conversation; it’s about small, consistent actions every day. Who speaks first in meetings? Who gets the high-visibility work? Who’s being left out? As a manager, your job is to ensure that everyone has an equal voice and opportunity.

Try this: Start rotating who speaks first in meetings. Don’t just focus on the loudest voices,make sure everyone’s opinion is heard. Look for the quieter team members and actively bring them into the conversation.

#4 Sensemaking: Translate Strategy into Action

It’s easy to get caught up in buzzwords, but managers need to connect the dots between big-picture strategy and day-to-day work. People want clarity. They want to know how their work fits into the larger mission and how it impacts the company’s success. Your job is to make that crystal clear.

Try this: Break down complex strategic goals into actionable steps. Share them with your team, and show them how their individual contributions align with the company’s objectives. Keep things simple and repeat key messages until they stick.

#5 Agility and Adaptability

The world is moving fast, and line managers need to keep up. We’re all dealing with constant change, from remote work to shifting global policies to a workforce that’s evolving. The key is agility, being able to pivot, adapt, and lead your team through uncertainty.

Try this: Instead of relying on rigid schedules, introduce flexibility into your team’s work. Allow them to choose when and how they work, as long as the outcomes are clear. This builds trust and encourages innovation.

Why Line Managers Are Crucial to Company Success

Line managers are the backbone of any organisation. They’re the ones who turn strategy into action. They connect the dots between the top leadership and the front-line employees, and without them, execution would grind to a halt.

They also set the tone for company culture. In my early career, I worked with managers who didn’t know how to balance performance with empathy. 

The result? Burnout, disengagement, and high turnover. But when managers understand the human side of leadership, when they build trust, foster inclusion, and invest in well-being, everything changes. Teams perform better, they stay longer, and they feel connected to the company’s mission.

The Path to Change

Support for line managers must include DEI capability building not just training on what bias is, but how to actively counter it in hiring, work allocation, feedback, and promotion. And it needs to be tracked. Engagement surveys should measure inclusion at the team level, and leaders should be held accountable for those results.

Conclusion

The days of the old-school manager are over. It’s time to redefine what leadership means. It’s not about control; it’s about empowerment. It’s not about getting the work done at all costs; it’s about building trust and creating a culture where everyone thrives.

Managers are the bridge between strategy and action. Equip them with the skills they need to lead people, not just manage tasks, and you’ll see your organisation thrive.

It’s time to close the door on outdated leadership models and open a new one, where managers are coaches, culture carriers, and champions of change. Let’s do it together.