Most People Become Managers for the Wrong Reasons

We spend a big chunk of our lives at work. For Séverin Bruhat, it's important to be happy at work. And here's the thing: your manager largely determines whether you are. Gallup research on employee engagement shows managers account for at least 70% of the variance in employee engagement scores. The manager employee relationship is one of the most critical factors in workplace satisfaction and performance. Good manager can make the difference.

Back in 2012, Bruhat was frustrated about work. Working crazy hours without a clear purpose. Not really encouraged to challenge decisions, propose alternatives, or push back on crazy deadlines. Then he read Freedom Inc by Brian Carney and Isaac Getz, and Drive by Daniel Pink. Suddenly it clicked: he wasn't frustrated because he was working hard. He was frustrated because he was not empowered, not trusted.

Freedom Inc's key insight is about shifting from control to enablement. Drive focuses on what motivates people: autonomy, mastery, and purpose. These two books changed everything. They showed him what kind of manager he wanted to be. Not the kind that controlled every detail and distrusted their team. The kind that empowered people, trusted them to do great work, gave them autonomy to make decisions. The kind that focused on creating an environment where people could do their best work, not micromanaging how they did it.