I could do my boss’s job better – should I make my move? Managing frustration at work

When you’re frustrated by an underperforming manager, it’s tempting to try to leapfrog them. But leadership expert Mary Fenwick explains why playing the long game may be the smartest career move of all.

“I don’t rate my boss and I’m sure I could do a better job.” It’s a thought many of us have had but few of us admit out loud. Perhaps your manager’s ideas feel dated. Maybe they lack vision or fail to inspire the team. You might even sense that senior leadership shares your frustrations. So what do you do with that knowledge? Push for their job? Wait it out? Or walk away?

According to leadership expert Mary Fenwick, the first step is not plotting your next move – but reframing the situation.

“Before you take any action,” she says, “think about your next job interview, whether at this company or elsewhere. Most recruiters will ask why you want to leave your current job.”

It’s a deceptively simple point. Career decisions made in frustration can echo long after the moment has passed. Fenwick points to research from job site Indeed: “Leaving your previous role on good terms with your supervisors shows the interviewer that you were a valuable employee and remained professional when leaving the company.”

In other words, how you handle a difficult boss says as much about your leadership potential as any promotion ever could.

The fantasy of the sudden promotion

When we feel undervalued or blocked by poor management, it’s easy to imagine a dramatic turning point: the managing director finally sees the light, removes your boss and installs you in their place.

But Fenwick urges caution. “It sounds as if you may imagine a scenario in which the MD sacks your boss without warning and appoints you in her place,” she says. “But remember, you will still be part of a team, just in a different role.”

Leadership isn’t a solo act. Even if you step into your manager’s shoes, you inherit the same team dynamics – and possibly the same tensions. The question then becomes less about whether you’re more competent, and more about how you handle relationships.

“In a world where most of us will have at least 12 different jobs, our working relationships provide not only continuity but connections to the next job,” Fenwick explains. Bridges burned in one role can narrow options in the next.

From criticism to curiosity

Instead of positioning yourself in opposition to your boss, Fenwick suggests something counterintuitive: lean in.

Google’s extensive research into high-performing teams found that success hinges less on individual brilliance and more on how team members interact. Psychological safety, open communication and mutual respect consistently top the list.

“You could try some Google tips with your boss,” Fenwick suggests. That might mean asking open questions such as: “Is there anything I should be doing for you that I am not doing?” or “Is there anything I should be doing better or more often?”

These questions do two things. First, they signal professionalism and maturity. Second, they shift you from a mindset of judgement to one of growth. Even an imperfect manager can offer insight into how you’re perceived and where you can stretch.

Fenwick also recommends transparency about your ambitions. “One transparent thing would be to say: ‘One day, I would like to be in a job like yours. What do you suggest that I focus on to develop myself for that type of role?’”

Rather than undermining your boss, this approach invites them to become part of your development. It’s a subtle but powerful repositioning: from rival to mentor.

The guilt factor

Many people struggling with an “incompetent” boss add a caveat: they’re not a bad person. That moral discomfort matters. Acting ruthlessly against someone you don’t dislike can create internal conflict, even if it advances your career.

By contrast, developing your own leadership capabilities – feedback, transparency, emotional intelligence – builds confidence without compromising integrity.

“The habit of seeking feedback will stand you in good stead when you come into management yourself,” Fenwick says.

It’s a reminder that today’s frustration is tomorrow’s training ground.

What makes a good boss?

Ultimately, the situation offers a powerful learning opportunity. Fenwick distils effective leadership down to a few core principles: “A good boss fosters a team where people feel valued as individuals, gives and receives feedback regularly and communicates with transparency.”

If you feel your current manager falls short, you have a choice. You can focus on their deficits – or you can begin practising those very skills yourself, right where you are.

So should you make your move?

If you’re consistently overlooked, blocked from progression or losing motivation, it may be time to explore opportunities elsewhere. But if you’re simply impatient, frustrated or convinced you’d do it better, the wiser strategy may be to prove it through behaviour rather than manoeuvring.

Leadership isn’t about replacing someone. It’s about how you show up, especially when you don’t hold the title yet.

And sometimes, the most powerful move you can make is not upwards – but inwards.