Free tools Windows power users keep installed
One-click scans. No signup required.
Liz Ryan’s five warning signs are gossip, fixation on face time, failure to support employees under pressure, blame-shifting, and excessive focus on metrics. They are prompts to notice and assess behavior—not a validated test that proves a manager is untrustworthy. Ryan outlined them in a 2017 Forbes advice article.
What Ryan identifies as warning signs
In her April 14, 2017, Forbes article, Liz Ryan describes five behaviors she believes may signal an untrustworthy manager. The interpretation is hers; the article does not cite a study validating these signs or show that any one behavior predicts what a manager will do next. Consider the conduct and its effect on your work rather than treating the list as a scorecard.
1. The manager gossips about coworkers or senior leaders
Ryan cautions that a manager who complains to you about other employees or higher-level managers may also talk about you to someone else. Notice whether the comments are repeated, disclose sensitive information, or make you feel pressured to take sides. A manager discussing a work problem is not automatically gossip; the context and pattern matter.
2. The manager values face time over results
Ryan points to managers who focus more on when employees arrive and leave than on the work they deliver. Attendance expectations can be legitimate when a role requires specific coverage or follows a clear policy. The concern is a persistent emphasis on visible hours without a clear connection to job requirements or outcomes.
#1 Best Overall
3. The manager will not support employees under pressure
Ryan describes a manager who fears higher-level leaders and fails to stand up for employees when they face pressure. Pay attention to specific situations: whether the manager communicates decisions honestly, raises relevant concerns, and helps clarify what is expected. You may not see every conversation with senior leadership, so distinguish observed actions from assumptions about the manager’s motives.
4. The manager looks for someone to blame
When something goes wrong, Ryan says, a manager who immediately hunts for an individual to blame may be avoiding accountability. Look for whether the manager also acknowledges their own role, investigates what happened, and focuses on preventing a repeat. Responsibility for a mistake can be appropriate; reflexive blame that blocks learning is different.
Rank #2
- Ideal for Gifting
- Ideal for a bookworm
- Compact for travelling
5. The manager becomes excessively focused on targets and metrics
Ryan argues that metrics are only one part of healthy management and that trust matters too. Targets can help teams understand priorities, but they offer an incomplete picture when treated as the sole measure of performance. Consider whether the manager also pays attention to quality, context, collaboration, and how results are achieved.
How to assess what you are seeing
One uncomfortable interaction may not reveal a lasting pattern. Keep the assessment grounded in observable events and their effect on your ability to do your job.
Do these 3 things before closing this tab:
1Scan for outdated or missing drivers - takes under a minute2Repair Windows errors before they cause bigger problems3Fix the driver behind crashes, sound loss and screen glitches- Write down what happened, when it happened, and what was said or done, separating direct observations from your interpretation.
- Look for recurrence and context. A clear attendance requirement or a candid discussion about a colleague’s work is not equivalent to routine surveillance or disparagement.
- Consider the practical impact: unclear expectations, pressure to take sides, lack of support, or a workplace where mistakes cannot be discussed constructively.
- Where it feels appropriate and safe, ask for clarification about expectations or explain the specific behavior that is affecting your work. Pay attention to the response as well as the original incident.
Ryan’s list is career advice, not a clinical, legal, or HR determination about an individual manager. It does not establish that a manager who displays one of these behaviors will necessarily betray your trust.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.What to do if trust has broken down
Ryan advises readers not to panic or assume they must immediately start job hunting. Her suggested first step is to consider what they want and need from a job, then decide whether and when to begin a discreet search. That is general advice, not a substitute for individualized career guidance.
Rank #4
For a personal-finance decision, it can help to weigh a possible move against your income needs and obligations before acting. You can clarify what matters most in your next role and consider your options at a pace that suits your circumstances. The central point is to make a deliberate decision rather than letting one incident—or a list of signs—decide for you.
Source: Liz Ryan, “Never Trust A Manager Who Does These Five Things,” Forbes, April 14, 2017.
Quick Recap
Best Value
- It can be a gift option
- Comes with secure packaging
- Helpful in various ways
Product prices and availability are accurate as of the date/time indicated and are subject to change. Any price and availability information displayed on Amazon at the time of purchase will apply.
