What is a ‘snowplow manager?’ How to deal with this type of toxic boss

Does your manager hate to delegate tasks? It might sound like a good thing—after all, that means less work for you. But, just like having a micromanaging boss is no fun, having a manager who takes on much of your work can create a work environment that is both stifling and unproductive.

We asked three experts about what causes some bosses to act this way and how to encourage your supervisor to step aside and allow you to do your job. 

What is a ‘snowplow manager’?

A “snowplow manager” is a supervisor who takes on excessive work themselves rather than delegating to their team, says Frank Weishaupt, CEO of videoconferencing tech company Owl Labs. His team recently came up with the term, says Weishaupt, after noticing this trend in management, which “resembles snowplow parenting, where a parent removes as many challenges from their child’s life as possible.”

Signs that your manager is snowplowing can include micromanagement, not letting you lead projects or calls, excluding you from meetings with senior leadership, and stepping in to do work they had previously assigned to you, says Jennifer Dulski, CEO and founder of software company Rising Team.

Another telltale sign your boss is snowplowing is that they rarely delegate meaningful tasks to you. “Instead, they hand off smaller, administrative work to your team while they handle bigger, more significant projects themselves,” says Weishaupt. Rather than empower workers with self-reliance, snowplow managers often request constant updates and check-ins, showing their lack of trust in their team. He says they will use phrases like “I’ll just handle this,” or “It’s faster if I do it.” 

Why some managers act this way

According to Owl Labs’s 2024 State of Hybrid Work Report, the trend of “snowplow managers” likely stems from managers’ worries about their own job requirements and expectations. “The study revealed that managers’ stress levels are 55% higher than non-managers,” says Weishaupt. Respondents said they were concerned about their teams’ productivity and employee engagement—particularly among workers who are hybrid or entirely remote. 

Good managers help remove obstacles for their teams, but removing any and all adversity reports may encounter will hinder their team’s development and success. “When managers hog the work, they strip away learning moments,” says Annie Rosencrans, people and culture director at HiBob. ”You lose the chance to problem-solve, build resilience, and grow your skills. The short-term relief isn’t worth the long-term setback to your career.”

So, what’s causing managers to behave this way? For some, their own reputation is a top priority. “Some may be concerned that poor results will reflect badly on them, especially in high-pressure situations where the manager’s supervisor expects a lot from them,” says Weishaupt. 

Other managers may not trust their team to complete tasks to their standards. And, finally, they may believe that it’s just easier to complete a task themselves. “Efficiency can also be a misleading motivator as some managers convince themselves it’s faster to handle a task themselves than explain how it should be done,” says Weishaupt.

The impact of potential layoffs

Fear of downsizing can play a role in driving snowplow managers, experts say.

“As layoffs increasingly become a looming threat, managers can feel intense pressure to demonstrate results to protect both their team and their own position,” says Weishaupt. “At organizations that emphasize short-term results over long-term team development, snowplow management can become a survival strategy to hold on to your position.”

Those in middle management may be experiencing particular worries. “Many recent rounds of layoffs at large companies like Amazon have specifically targeted middle managers, so people at that level may rightfully be worried about their jobs,” says Dulski. “Those middle-management layoffs also leave the remaining managers with more scope, which compounds the problem of them feeling overwhelmed and worried about their team’s performance.”

At times like this, she says managers may overcompensate by stepping in to “snowplow” for their teams by helping in areas the team should be able to do on their own. “Ultimately that does not always lead to better team performance, and long-term it kneecaps the ability for the team to deliver without help,” says Dulski.

How to deal with a snowplow manager

If you realize that your manager is acting this way, there are strategies you can try. Rosencrans recommends thanking your boss for their guidance but then suggests pivoting to express an interest in more latitude at work. Consider saying something like: “I’d love to take more ownership of this project. Would you be open to that?” Or, “I noticed that some of the tasks I’ve been assigned are quite limited in scope. I’m keen to develop my skills further. Could we discuss ways I could take on more responsibility or contribute to higher-level work?”

Another strategy could be to offer to give your boss a well-needed break. Dulski suggests saying something like this to a “snowplowing” supervisor: “I know you have a lot on your plate, and I want to find ways to support you more. I’d love to take the lead on [specific task or project] to be helpful. It would also be a great learning opportunity for me. I’d be happy to run with it, check in for your input, and keep you updated along the way. I’m ready to jump in if that would be helpful.”

What to do if there’s pushback

If your manager resists giving you more responsibility, don’t give up. Instead, try and reframe the conversation. “Ask what specific skills or milestones they’d need to see before entrusting you with more complex tasks,” suggests Rosencrans. “This shifts the dynamic from rejection to development, giving you clear goals to work toward. In the meantime, keep a record of your contributions and successes to build a case for your growth.”

You can also seek opportunities outside your direct manager’s scope—join cross-functional projects, find a mentor in another department, or take advantage of internal training, she says. 

If, after multiple attempts, your development is still blocked, consider having a respectful conversation with HR. “Focus on your desire to grow and contribute more, rather than criticizing your manager,” cautions Rosencrans. “The goal is to advocate for your potential in a way that opens doors rather than escalates tension.” 

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