Maggie Hayes sat in the quiet of her kitchen, staring at a cup of coffee she barely had time to drink. Her two daughters, Chloe and Emma, were still asleep upstairs, but Maggie knew that any moment now, the morning rush would begin: packing lunches, wrangling backpacks, and hustling out the door.

Maggie was exhausted. Since being promoted to Customer Service Supervisor six months ago, her days had become a blur of long hours, endless emails, and back-to-back meetings. She wanted to be a good leader—both for her team and as a role model for her daughters—but lately, she felt like she was failing on both fronts.

The team she managed didn’t trust her. Her directive, “just do it” leadership style had created tension, and her attempts to fix mistakes herself left her burnt out. She thought about asking her manager, Leah, for advice but hesitated. Leah was intimidating—a veteran leader with decades of experience and a calm confidence Maggie could only dream of.

That morning, Maggie promised herself she’d try harder to figure it all out.

Maggie’s team was a diverse group of nine customer service representatives, ranging from seasoned employees who knew every policy inside out to fresh hires just learning the ropes. The department had been known for its collaborative atmosphere and a “customer-first” culture, but Maggie quickly shifted the focus to efficiency and output.

“Here’s the deal,” she told her team during her first meeting. “We don’t have time for hand-holding or endless discussions. If you have a question, ask. If you make a mistake, fix it. Let’s get to work.”

Her directive leadership style left no room for ambiguity—or, as her team quickly realized, for input. Maggie made every decision, assigned tasks without consulting anyone, and expected instant compliance. When team members tried to share concerns or suggest ideas, she waved them off.

“That’s not your call to make,” she’d say. “Let’s stick to the plan.”

Over time, tension simmered. Maggie’s blunt feedback and constant micromanaging left her team feeling disrespected and undervalued. Sarah, a veteran employee, started avoiding Maggie altogether, while Jake, one of the newer hires, began making careless errors out of frustration.

The lack of trust came to a head during a team meeting when Maggie announced a new scheduling policy she’d decided on without consulting anyone. “This is going to streamline things,” she said.

“But Maggie,” Sarah interrupted, “we’ve tried something similar before, and it caused scheduling conflicts for the evening shifts—”

“I’ve looked at the data,” Maggie snapped. “This will work if everyone sticks to it. Let’s not waste time arguing.”

The room fell silent. Sarah leaned back in her chair, arms crossed, while Jake and a few others exchanged glances. No one said another word.

Maggie wasn’t oblivious to the tension; she just didn’t know how to fix it. She prided herself on being direct and efficient, but something clearly wasn’t clicking.

Her moment of clarity came during a performance review with her manager, Leah, a seasoned leader known for her empathetic but firm coaching style.

“Maggie, you’re smart, hardworking, and driven,” Leah said. “But leadership isn’t just about getting things done; it’s about building trust and engagement. Have you noticed how your team has been withdrawing from you?”

Maggie hesitated, then nodded.

“Trust is built when people feel heard, valued, and respected,” Leah continued. “Your directive style can work in a crisis, but day-to-day leadership requires collaboration and flexibility. When was the last time you asked your team for input?”

Maggie realized she couldn’t answer the question.

The next morning, Maggie called a team meeting. She started with an apology.

“I’ve been so focused on getting results that I’ve neglected what matters most—this team. I realize I haven’t been listening to you or giving you the space to share your ideas. That changes today.”

The team looked skeptical but intrigued. Maggie laid out a plan: bi-weekly one-on-ones to discuss individual challenges, open brainstorming sessions for process improvements, and a commitment to solicit input on decisions that affected the group.

It wasn’t an instant fix. Trust takes time to rebuild. But slowly, the team began to open up. Sarah shared her concerns about the scheduling policy, and Maggie adjusted it based on the feedback. Jake started asking more questions during training instead of staying silent.

Most importantly, Maggie learned to balance her directness with a dose of humility and curiosity.

Within a short time, Maggie’s team was not only meeting but exceeding their goals. The shift wasn’t just in policies or processes; it was in the culture Maggie had created by learning to lead with trust and collaboration.

As Maggie reflected on her journey, she realized that leadership wasn’t about controlling every outcome. It was about empowering others to succeed—and trusting them to rise to the challenge.