A few suggestions

In the transition from postdoc to assistant professor, the Peter Principle is at its strongest. A successful postdoc is skilled at basic research- planning, performing, and publishing experiments- yet these things are a minor part of the job description of an assistant professor, who is suddenly thrown into a management position. Running a lab is like running a small business, but what does the science "training pipeline" teach you about that? Not much. I think some professors are willfully, if not consciously, resistant to the idea of becoming better managers of money and people. They've been hired for their skills as a scientist, after all. As a result, science labs can be very poorly run at times. So how could this be fixed? Ideally, newly-hired professors would take a three-month training course in management. Meanwhile, I have a few of my own suggestions:

Set reasonable goals and deadlines.

We have no problem with deadlines. We like deadlines. But please make them reasonable. What is a "reasonable" deadline? That is open to discussion. At the very least, a reasonable deadline is in the future, not in the present or in the past.

Meet concrete grievances and suggestions with concrete replies.

As a hypothetical example, say that a grad student asks, "can we have some more beakers?" This would be a poor response: "Other labs may not have to worry about money, but I do. When I was a grad student, I had even less than you guys do. You wouldn't need more beakers if you didn't break them all the time. I'm not buying more just so you can break them." How about this instead: "I know having more beakers would make your work easier. However, before I make it a budget priority to buy more, I want to see if we can do better by using what we have more efficiently and reducing the rate of breakage. Please try this for three more months, at which point we can discuss again whether we need to invest in more glassware." If that's too much work, how about simply: "Sorry, no."

Use deliberation before you give direction.

In that you are my supervisor, my time is your resource, just like your money is, so it makes sense to treat them both as something valuable. You weigh the costs and benefits of your purchases, giving more thought to the bigger purchases. Similarly, you should deliberate before asking me to do something. It may take you ten seconds to think of an experiment for me to do, and a day for me to do it. I then lose the opportunity to spend the day doing anything else. Learn the meaning of the term Opportunity Cost. Is it fair to ask that you put, say, eight minutes of thought into a request for eight hours of my time?