Essential Leadership Lessons for All People Managers

These are some tough lessons that I’ve learned over the years being a manager. No matter if you’re a new manager or an experienced one with a large, global team–these key lessons remain true. Let these serve as a reminder or a guide as you navigate through the challenging, but extremely rewarding and important role of leading a team and building genuine relationships along the way.

Hire for people smarter and more capable than you.
You don’t need to always know the answer. But you do need to constantly ask questions.
Don’t automatically jump into problem solving mode—ask the person talking to you if they need you to listen, or if they need you to advise.
If someone gives you feedback, all you have to say is “Thank you for sharing that”, especially if it came from someone lower than you in title. Do not try to justify or follow up with an explanation of why you behaved that way.
If you start to feel threatened or insecure about people on your team outshining you, check yourself. See #1.
When leading your team: ask questions 70% of the time, make statements 30% of the time.
If in doubt, ask yourself “How would I want my manager to act right now?”
Sharing how you’re feeling or showing emotions (yes, even crying on occasion) is not weakness. It can build trust and respect. It’s human.
Don’t gossip about other managers or people. No matter how much you feel you “trust” someone. If you gossip in front of someone, they will be wondering “What are you saying when about me when I’m not in the room?”
If you don’t have capacity or time to have small talk or connect on topics outside of work, don’t ask. There’s nothing more frustrating than being asked about something and for the other person (especially a manager) to be clearly distracted or disinterested. Making connections and building relationships is not a quick “check the box” exercise.
If you can’t 100% promise something, don’t say it (this goes for most things related to layoffs, pending decisions, promotions, etc.)
Use your seat at the table to advocate for others who are not in the room, even if it feels uncomfortable.
Draw boundaries for yourself and role model it for your team.
Do what you say.
Spend time sharing how you problem solve, how you think, and what you would do for team members. Teach them how to be self-empowered and independent.
Tell your team members how much you appreciate them. Be specific about what it is that they did or a unique quality about them that you appreciate. Acknowledge something about them versus just complimenting what they did for you.

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About Ricky Koo

Ricky Koo is a seasoned corporate executive, entrepreneur, and certified Leadership & Communication Coach with a passion for helping professionals lead with authenticity and impact. With a background in Psychology and as a former Big 4 CPA, he built a distinguished career in Fortune 500 companies across banking, consulting, and technology, leading global teams and navigating complex business environments. Ricky’s unique perspective and strong instincts as a business leader enable him to successfully guide people through challenging situations while developing and fostering strong cultures.

As an instructor for UC Berkeley Extension, he passionately blends a strong technical foundation with real-world leadership experience to deliver transformative learnings on communication, influence, leadership, and career development. His approach bridges science with practicality, creating meaningful impact for audiences worldwide—from the classroom to the boardroom.

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