Tips for managing four typical people management challenges

Managing people can be incredibly rewarding. It can also be frustrating, exhausting and, at times, a little uncomfortable.

In our coaching and training sessions, we regularly hear managers wrestling with similar questions.

1. How do I keep my team motivated when things are tough?

2. How do I tackle conversations I’d rather avoid?

3. Why do different people respond to different approaches?

4. How do I delegate without worrying that something will go wrong?

These might seem like separate challenges, but we think they’re closely connected.

They all come down to understanding people, building trust and recognising that impactful people management isn’t about having all the answers.

Let’s take a closer look at each challenge in turn…

1. Building resilience - stop looking up the mountain

It’s difficult to keep everyone motivated when you’re struggling to stay positive yourself. And let’s face it, many people are finding things genuinely tough right now.

One approach is to stop looking up the mountain. But what does this mean in practice?

When we’re climbing, it’s natural to focus on how far we still have to go. But occasionally, we need to stop, turn around and appreciate just how far we’ve already climbed.

The same applies to managing a team. Take time to recognise progress, however small. Notice the extra effort, positive behaviours and little successes that might otherwise go unnoticed.

You don’t need a formal recognition scheme. Sometimes a genuine conversation in the corridor makes all the difference. And remember, you don’t have to carry everything yourself.

Resilience isn’t simply about enduring difficult periods. It’s something we work through together.

2. Difficult conversations: Whose awkwardness is it anyway?

Here’s a question I’d encourage every manager to ask when they’re putting off a difficult conversation.

Is it awkward for you, for them, or both?

In truth, quite often it’s the manager who’s feeling most uncomfortable. We rehearse what we’re going to say, worry about the reaction and imagine everything that could go wrong. Sometimes, we make the conversation far more difficult in our heads than it needs to be.

So maybe it is time to stop trying to have the perfect conversation. You don’t need a beautifully rehearsed script. You need to be authentic, honest and respectful.

Be clear about why you’re having the conversation but approach it with curiosity and be prepared to listen.

And consider the environment. An open-plan office, where everyone can see what’s happening, is hardly conducive to an honest discussion. Find somewhere private where both people can speak freely.

Avoiding a conversation because you feel uncomfortable doesn’t necessarily help the other person. Sometimes, the kindest thing you can do is have the conversation you’ve been putting off.

3. Motivation: Fairness doesn’t mean treating everyone identically

“Treat everyone the same.” It’s one of those pieces of management advice that sounds perfectly reasonable. But does it actually work?

People aren’t all motivated by the same things. When discussing motivation with managers, we often return to three principles.

Autonomy: Giving people freedom to think independently, contribute ideas and influence how they work.

Mastery: Providing opportunities to learn and develop, with enough challenge to maintain interest without becoming overwhelming.

Purpose: Helping people understand why their work matters and how their contribution makes a difference.

Here’s the important bit. These three things don’t matter equally to everyone.

One person thrives on independence. Another may wish to develop their expertise. Someone else needs to understand the bigger picture.

And those priorities can change. Your job isn’t to guess what motivates people. It’s to ask, listen and understand.

4. Delegation: Trust starts with clarity

Ever found yourself thinking, “It would be quicker and easier to do it myself”? You’re not alone!

One of the biggest barriers to delegation is trust, both in the individual and the process. And trust doesn’t develop by simply handing something over and hoping for the best.

It starts with clarity.

Explain not just what needs doing, but why it matters and what success looks like.

Then consider asking…

“How do you think you’ll approach this?”

Listen to their answer and notice how confidently they explain their thinking. Agree sensible check-in points that provide reassurance without micromanaging. And don’t underestimate feedback.

When things go well, explain specifically what made the difference. When they don’t, focus on learning rather than conducting a lengthy postmortem. Every meaningful feedback conversation builds confidence and trust.

Effective delegation isn’t about giving up control. It’s about creating the conditions where you no longer need so much of it.

Bringing it all together

Whether you’re building resilience, tackling difficult conversations, understanding motivation or delegating more effectively, there’s a common thread.

Impactful people management starts with better conversations. Not having all the answers. Not getting everything right. Just being willing to listen, understand and help people move forward.

So here’s a final question.

Which conversation could you have this week that would make the biggest difference to someone in your team?