From Mistakes to Growth: How Not to Manage People and What Works Instead

By Joe Ali

Over the past thirty plus years, I’ve had the privilege—and the challenge—of managing people across two dynamic industries: financial services and healthcare. My journey has taken me through a variety of organizations, each with its own approach to leadership and employee engagement. Looking back, some of the most striking lessons I’ve learned come not from what worked, but from what definitely did not.

Early in my career, I noticed a troubling pattern. Companies would recruit individuals who were undeniably talented in their specific fields, often with impressive resumes and technical skills. The interview process would focus almost exclusively on what these candidates could do—never on who they were as people or how they might fit into the company’s culture. The result? Teams that, on paper, looked like all-star lineups, but were rife with tension, mistrust, and poor communication.

Perhaps the most damaging practice I witnessed was what I came to call “public humiliation and private apology.” Managers would criticize employees openly in meetings, sometimes in front of their peers, only to pull them aside later to apologize for the outburst. This approach eroded confidence, stifled creativity, and created an environment where fear, not respect, drove behavior. Over time, it became clear that this style of management was not only ineffective—it was actively harmful to both individuals and the organization.

Fast forward to today, and the landscape of leadership has changed dramatically. The most successful companies —and the ones we strive to emulate—recognize that while technical skills are important, they can be taught. What truly sets an organization apart is its culture and the integrity of its people. Hiring for fit means looking for individuals who share the company’s values, who are committed to collaboration, and who bring a sense of respect and empathy to their work.

In thirty plus years, I’ve become convinced that culture and integrity are the sparks that ignite growth. When employees feel valued, respected, and aligned with the mission of the organization, they are empowered to innovate, take risks, and support one another. This is the kind of environment where both people and businesses can thrive.

So, if you’re wondering how NOT to manage people, simply prioritize technical skills and overlook the crucial roles of culture and integrity. But if you want to build something truly great, remember hire for fit, lead with empathy, and watch your team—and your organization—grow.

About the Author

Joe Ali is the Vice President of Operations at HealthOps with over 30 years of experiences in leadership excellence where he oversees operations, client success, marketing, and strategic partnerships.