Amazon Managers Get Promoted for Headcount, Not Leadership — A Playbook to "Manage Out" the Bad Ones

Let's cut through the workplace grumbling. A bad manager isn't just an annoying personality; it's a direct career risk. As a former Amazon vice-president, Ethan Evans, puts it bluntly: working for a bad boss will wreck your career faster than any missed promotion. His 15-year journey, which included losing everything in startup layoffs, taught him that stress and poor leadership deliver nothing that good work and supportive bosses wouldn't have given him anyway. The bottom line is simple: without a manager who mentors and advocates for you, your hard work can go unnoticed and unvalued.

The scale of this problem is staggering. At Amazon, Evans managed a team of 800 people with more than 75 managers. That structure shows how common and impactful management quality can be. When a manager fails, it doesn't just affect one person-it can ripple through a large group, stifling growth and morale across the board. This isn't an isolated fluke; it's a systemic vulnerability in how many companies are organized.

The data on why managers fail is even more telling. A Harvard study identified the core reasons for manager failure, and the numbers are a wake-up call. When these issues are left unaddressed, the risk of failure is 48%. But when employers actively work to fix them, the risk plummets to just 5%. The study points to four main risk factors, including a lack of self-awareness and empathy. In other words, the problem is fixable, but only if someone steps up to address it.

So, the practical takeaway is clear. The cost of a bad manager is measured in lost opportunities, damaged confidence, and career stagnation. The playbook for removal starts with recognizing this reality. It's not about quitting at the first sign of friction, but about understanding that your career trajectory is directly tied to the quality of your leadership. If your manager lacks the basic self-awareness and empathy to grow, the most effective action-whether that's seeking feedback, changing teams, or moving on-is often the only way to protect your future.

The Systemic Problem: Why Bad Managers Stick Around

The real issue isn't just that some managers are bad; it's that the system often rewards them for staying that way. At Amazon, the promotion ladder has a well-known flaw: it frequently counts the number of people you manage, not the impact of their work. This creates a perverse incentive where building a large team becomes a primary goal, overshadowing the quality of leadership or the results delivered by that team.

As a former Amazon VP explains, this is a structural problem. When leaders decide who to promote, assessing "impact" is messy and subjective. One person might call a project hard, another easy. But the headcount is clear: Ethan has 42 people and Ryan has 17. That visible number becomes the default metric, encouraging managers to focus on empire building. The system rewards ambition, but not necessarily good management. If a promotion requires a certain team size, high performers will find a way to hit that target, even if it means rationalizing the need for more people or absorbing other groups.

The result is a culture where managers are promoted for growing their team size, not for developing talent or driving outcomes. This is why, as another former Amazon manager notes, the company is notorious for keeping poor managers and even promoting them. Their value is measured by headcount, not by the health of their team or the success of their projects. A manager who micromanages, avoids conflict, or takes credit for others' work might still be seen as a "big leader" because they have a large team. The system doesn't reward the mentor or the coach; it rewards the numbers.

This creates a dangerous stability for bad managers. Their job security and career path are tied to their team's size, not its performance. Until the company's promotion criteria shift to prioritize measurable impact over raw headcount, the playbook for removing a bad manager will remain a personal battle. The system itself is built to keep them around.

The Tactical Playbook: How to Get a Bad Manager Removed

The good news is that removal is possible, but it requires a clear strategy. You can't just complain; you need a plan. Based on the real-world experience of former Amazon VPs, here's a practical, two-pronged approach that focuses on both direct action and smart maneuvering.

Step 1: The Direct Approach – Give Feedback, Then Escalate

Start by addressing the problem head-on, but do it right. The goal isn't to attack, but to give your manager a chance to fix themselves. As a former VP notes, the first step for any employee is to ask for feedback and be specific about what's not working. Pick a calm moment, not during a heated argument. Frame it around your own work and the team's success: "I've noticed that when we don't get clear priorities, it slows down our progress. What would help you communicate them more effectively?" Be prepared with concrete examples, not just feelings.

This is the "direct" part. If you give this feedback and see no change, the playbook shifts. You've now documented the issue and shown you tried to fix it. The next step is to escalate, but not to HR with a complaint. Instead, use your network. This is where the "indirect" strategy begins.

Step 2: The Indirect Approach – Use Reorganizations to 'Manage Out'

Reorganizations are the ultimate reset button. They create a moment of chaos and uncertainty for everyone, including the new manager. This is your window. As one former VP shares, he was told by two new managers, "I don't want you," after reorgs. It was terrifying, but he stayed. Why? Because he recognized that the new manager is also getting a rude and scary shock. They are overwhelmed, unsure, and may be looking for ways to simplify their new, complex reality.

Your move is to position yourself as a solution, not a problem. During the reorg, proactively seek out the new skip-level manager. Offer to help them understand your team's work, your projects, and the challenges you face. Frame it as helping them succeed in their new role. This builds goodwill and shows you're a team player. If the new manager is already stretched thin, they might quietly decide to move you to a different team or project where you can be more effective. This is "managing out" – not through confrontation, but by giving the new boss a reason to reassign you.

Step 3: Leverage Your Network – Backchanneling and Skip-Level Influence

This is the most powerful tool. You don't need to be friends with the new manager to influence them. Use skip-level meetings and informal conversations to build support. Share your perspective on the team's dynamics and the challenges you've identified. The key is to do this constructively, focusing on the team's performance and potential, not just your manager's flaws.

Think of it as gathering intelligence and allies. If multiple people across different levels are seeing the same issues, that creates a pattern. This information can be invaluable if you need to formally escalate later. It also gives you leverage. If you're seen as a reliable source of insight, the new manager might be more inclined to listen to you and adjust their approach. As the former VP learned, both managers who told me this are now friends and one prompted me to VP. He didn't fight them; he adapted and eventually became a partner.

The bottom line is that removing a bad manager is rarely a single act. It's a process of giving them a chance to improve, using structural changes like reorgs to your advantage, and building influence through your network. It requires patience and political savvy, but it's a proven path forward.

When to Leave vs. When to Stay: The Removal Strategy

The final piece of the puzzle is knowing when to fight and when to walk away. This isn't about quitting at the first sign of trouble; it's about making a tactical choice that protects your career. The reality is, if you suspect a bad manager, you're likely right. The most effective fix for your career is often to change teams or jobs, not to wait for a miracle.

Consider the reorganization. It's a moment of chaos, but also a chance. When your new manager tells you they "don't want you," as one former VP was told twice, it's terrifying. But view it through their eyes. As Evans learned, the new manager is also getting a rude and scary shock. They are overwhelmed, unsure, and may see you as more work, not a partner. Your move is to give them a reason to change their mind. By proactively offering help and building goodwill, you can turn a potential rejection into a powerful partnership. In his case, staying and adapting created two career-advancing allies.

Yet, staying isn't always the answer. Sometimes, the best strategy is to leave. This is especially true if you've tried to give feedback, the manager shows no change, and the team's health continues to deteriorate. The system rewards headcount, not quality, so a bad manager may be entrenched. In that case, your career is better served by seeking a new environment where your work will be valued. The playbook includes both staying to manage out and leaving to manage up.

The critical rule for both paths is to advocate for yourself. Evans's blunt advice is that "pushy" people get further ahead. Silence can be costly. In a reorg, two employees with similar performance can end up with wildly different outcomes simply because one is vocal about their goals. As he put it, "You can end up behind just because you're such a nice guy." This doesn't mean being aggressive or rude. It means making your career desires known and sharing your work so it gets noticed. It begins with simply stating what you want, then following up with evidence of your contributions.

The bottom line is that removal is a process, not a single event. Whether you stay to rebuild a relationship or leave to find a better one, the key is to act with intention. Don't wait for a manager to change; change your own strategy. Your career is too valuable to be left to chance.