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Managers Talk

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William · 3d ago

inManagers Talk

Hi, everyone.I’m seeking a role in operations, customer service, or marketing support. With a background in Marketing Management and Hospitality, and hands-on experience in F&B and retail—including a recent internship at Shangri-La Singapore—I bring a strong focus on service, teamwork, and adaptability. I'm available to start work from 15 June 2025.

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Amni Ashraf · 9 Dec 2024

inManagers Talk

Dear fresh grads, I'm sorry that it's hard for us to offer you a FT position & would prefer to hire you under contract-basis. This is because handling fresh grads with ZERO working experience can be a painful & exhausting experience for us and some of you guys don't usually make the cut. So it's a safer option for both of us if you decide to leave when you can't tahan working here or if i feel you're unsuitable for the position. This is my POV but i think i speak for many managers. Agree?

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Isaiah · 9d ago

inManagers Talk

How do you manage expectations from upper management when you’re still struggling with self-doubt? I was only supposed to be acting manager, but it’s been a year and they never hired anyone else. I’ve been told to be more stern and decisive, but honestly I don’t feel like I have what it takes. I didn’t want this role in the first place, but I stepped up because someone had to. Now the pressure’s mounting and I’m starting to question if I’m really cut out for leadership. What should i do?

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Quenie · 11d ago

inManagers Talk

I'm managing a team, but I got this one senior staff who's been with the company longer than me. They’re resistant to change and often undermine my decisions. It’s tough to navigate because I don’t want to step on any toes, but I also need to lead effectively. How would you handle this situation without causing tension within the team and upper management, and what’s the best way to get them on board with new ideas and earning their respect for your position?

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Ryan · 15 May 2025

inManagers Talk

I keep telling my team my door is always open. I take the time to explain things, I repeat instructions when needed, and I’m always available if they need help. But somehow, I still get follow-up questions on things I’ve already covered. I genuinely don’t think I’m being unclear. At some point, I feel like they need to start trusting themselves more and take ownership. Am i wrong or do i need to babysit them in every project?

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Heidi · 21 May 2025

inManagers Talk

Got feedback from my team recently, they think I’m too rigid with how I run things. 🫠 Truth is, I am open to improving… but some suggestions feel more like personal jabs than real solutions. 🙄 I don’t believe in changing my whole style just to please everyone, especially when the team’s performance hasn’t dipped. But I also don’t want to come off as defensive or dismissive. Any other managers out there ever faced this? How do you acknowledge feedback without compromising what you know works?

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Jy Jennie · 7 May 2025

inManagers Talk

Our company recently went through a merger, and I’m now managing a team that I didn’t originally hire. It’s been a bit of a challenge to build trust and get everyone aligned with the new leadership structure. I want to foster a positive team dynamic and ensure everyone feels supported under the new changes. Any advice on how to make this transition smoother?

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Cecille Fidelino · 28 Apr 2025

inManagers Talk

As a team lead, I believe in being honest with my staff but recently, our company’s been facing some tough challenges. I want to keep them in the loop without causing unnecessary panic or stress but I don't know how to do it subtly. It’s a fine line between transparency and keeping spirits high. How do you all decide what to share and what to hold back? I don’t want to sugarcoat, but I also don’t want to demoralise the team. Any advice from other managers?

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Eyvonne · 22 Apr 2025

inManagers Talk

I'm working in a more traditional industry (construction), and trying to modernize operations, but I'm hitting resistance from senior staff who’ve been around for decades. It’s tough balancing the need for innovation with their comfort in the old ways. How do you get senior staff on board without alienating them, and still make progress with the changes needed? Pretty sure this would apply to other mature industries like shipping, oil & gas etc - happy to hear from others!

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Bianca · 14 Apr 2025

inManagers Talk

I noticed 1 of my employees would change into casual attire after 6PM before leaving the office. As her manager I felt it was important to address that we need to maintain professionalism until the end of the workday. It wasn't about judging her, but about setting boundaries to ensure we reflect the company’s values. I pulled her aside, hoping she understood my intentions were to uphold a professional image, not criticize her. But she took it negatively. Am i being too strict?