The work is getting done, so everything must be fine. It is an easy assumption to make when you are running a business. Your manager is meeting deadlines, customers are happy and the numbers look reasonable. You have plenty on your own plate, so you trust them to look after their team.
Then employees start leaving. The same disagreements keep coming up. Someone asks to change teams, or a concern land on your desk that apparently everyone else has known about for months.
At HR Cornerstone, we help business owners work through these situations. Often, by the time we are involved, the concern has been building for a while. There may have been informal comments, a difficult interaction or a conversation that someone intended to have but never quite got around to.
One of the first questions we ask is, what has the manager actually been told? Because knowing there is a problem and addressing it are two different things.
When positive performance reviews and private concerns do not match, this happens a lot and can create a real issue for businesses.
When concerns are left unaddressed
In Angela Paladino v The University of Melbourne [2026] FWC 559, a professor with more than 27 years’ service was dismissed following allegations about her behaviour. The Commission found most allegations were not established and the remaining conduct did not justify dismissal. It found the dismissal unfair and ordered reinstatement.
A key issue was that her supervisor had held leadership concerns for years without raising them with her, while giving her a positive performance rating. We see this disconnect with clients: concerns are discussed privately, but the manager is never clearly told what needs to change. Honest feedback, practical support and follow-up need to happen when concerns arise.
Evidence described a supervisor who had concerns about her performance and behaviour over several years, yet had given her a favourable performance rating and had not raised those concerns with her. The Fair Work Commission ultimately found no valid reason for the dismissal and ordered reinstatement. The allegations should not be confused with the Commission’s findings; the conduct it found established did not justify dismissal.
For business owners, this raises a practical question, does the feedback you give a manager match what you are saying about them behind closed doors?
If you have concerns but continue telling someone they are performing well, you are giving them a confusing message. You are also missing an opportunity to explain what needs to change and support them to improve.
Managing people is part of the job
We often see managers who are very capable in their area of expertise but less confident with the people side of their role.
They may have been your best technician, an experienced clinician or a reliable team member before being promoted. They know the work inside out. That does not automatically mean they know how to give feedback, manage conflict or address underperformance.
Sometimes the business has never clearly explained what it expects of them as a manager.
Start there. Be clear that their role includes
- Setting priorities and explaining what good performance looks like
- Checking in with employees about workload and progress
- Giving respectful, timely feedback
- Addressing issues rather than letting them drift
- Listening to concerns and seeking help when needed
- Following through on what they have agreed to do
We help clients turn these expectations into practical position descriptions, regular check-ins and performance conversations. The aim is to give managers a clear understanding of their responsibilities and the support available to meet them.
Ask about the people, as well as the numbers
Think about your last meeting with a manager. How much time did you spend discussing their team? If the conversation only covered sales, jobs completed, budgets or customer issues, there may be plenty you are missing.
You do not need a complicated reporting system. A few regular questions can tell you a lot
- Who in your team needs support at the moment?
- What feedback have you given recently?
- Is there a difficult conversation you have been putting off?
- Have any concerns been raised, and what have you done about them?
- Where do you need help from me?
If the answer is “everyone is fine”, ask them to talk you through an example.
When a manager tells us an employee is not performing, we often ask what expectations have been explained and what feedback the employee has received. Sometimes that conversation has not happened yet. Helping the manager prepare for it can be a useful first step.
Make it possible for employees to speak up
You also need opportunities to hear how employees are experiencing work. This might be an occasional check-in, a team discussion or a more structured feedback process. Employees should know who they can contact if their concern involves their own manager.
Ask practical questions. Are priorities clear? Can they ask for help? Do they receive useful feedback? What is making their work harder than it needs to be?Take concerns seriously and establish the facts before deciding what they mean. Repeated resignations or requests to move teams deserve attention, but workload, people management and unclear responsibilities may also be contributing.
When we help clients assess workplace concerns, we look at the broader picture and the appropriate process. That includes giving the manager a fair opportunity to respond and handling sensitive information carefully.
Have the conversation you have been avoiding
We understand why owners put these conversations off. You may have worked with the manager for years. They may be under pressure, hard to replace or someone you rely on heavily. Waiting rarely makes the conversation easier.
Be specific about what you have observed, explain the impact and hear their perspective. “You need to be a better leader” gives someone very little to work with.
A more useful approach
“At Tuesday’s meeting, you interrupted two employees while they were explaining the roster issue. I would like to understand your perspective. Going forward, I need you to let team members explain their concerns before responding.”
Then agree on the next steps, record the discussion accurately and set a time to follow up.
We regularly help clients prepare for these conversations, clarify expectations and work out a fair way forward. Having a clear plan can make a difficult discussion much more manageable.
Support needs follow-up
Managers may need coaching, training or help navigating a particular issue. They may also need clearer authority, more time or a realistic workload. Once support has been agreed, check what has changed. Has the conversation happened? Is the team getting clearer direction? Has the behaviour improved?
Where concerns continue, consider the next step based on the facts and seriousness of the issue. Serious allegations may require a formal process from the outset, and advice before disciplinary action or dismissal can help you assess the options.
A useful place to start this week
Choose one manager and reflect on your recent conversations. Have you clearly explained what you expect of them as a people manager? Have you raised the concerns you hold? Have you checked whether they need support?
At your next meeting, discuss one people issue, agree on an action and set a follow-up date.
At HR Cornerstone we work alongside business owners to build manager confidence, address concerns early and put practical HR processes in place. Whether you need help with a difficult conversation, leadership development or an issue that has been sitting unresolved, our team can help you work out the next step.