In the bustling landscape of modern business, a silent crisis unfolds within the ranks of management: the plight of the accidental manager. These individuals, through various circumstances, find themselves thrust into leadership roles without the necessary training or experience. They may have stepped in when their manager left, been promoted for their stellar performance in a non-management role, hired for an impressive resume, or even ascended through nepotism. However they arrived, the reality is often the same: they are ill-equipped to manage. This “sink or swim” scenario frequently leads to poor management practices driven by fear and overwhelm, impacting individuals, teams, and the entire organisation.
Accidental managers often struggle to manage both upwards and downwards. Suddenly, their expertise in sales, engineering, or finance isn’t enough. They must now understand the complexities of human behaviour, what motivates and demotivates individuals, and that a one-size-fits-all management approach is typically ineffective. They must adapt and tailor their style to each individual. The added pressure of being told they are now somewhat responsible for employee health and wellbeing further complicates matters. Failing in this area can lead to absenteeism, high turnover, burnout, and a destabilized work environment.
The impact of poor management is significant. Gallup research consistently demonstrates the profound influence managers have on employee engagement and wellbeing. A 2022 Gallup meta-analysis found that
managers account for at least 70% of the variance in employee engagement scores.
Furthermore, a study by Leesman, revealed that
employees who feel supported by their managers are significantly more likely to recommend their organisation as a place of work.
Conversely, poor management can lead to disengagement, decreased productivity, and increased stress levels, ultimately affecting the bottom line. A 2023 study by the UK’s Chartered Management Institute (CMI) found that
nearly 80% of managers felt they lacked the training to manage effectively,
highlighting the scale of the problem.
The consequences ripple through the organisation. For individuals, it can mean frustration, demotivation, and even burnout. For teams, it can lead to conflict, poor communication, and missed deadlines. For departments, it can result in decreased productivity, low morale, and difficulty achieving objectives. At the organisational level, poor management can lead to high turnover, difficulty attracting and retaining talent, and a negative impact on the company’s reputation.
So, what can be done? The answer lies in proactive investment in management development. Instead of waiting for individuals to stumble into management roles, organisations should identify and nurture potential managers early. This could involve:
- Early training: Introduce basic management principles and skills development well before someone is formally promoted. This allows individuals to explore their interest in management and develop a foundation of knowledge.
- Mentorship programs: Pair aspiring managers with experienced, highly effective leaders who can provide guidance, support, and real-world insights.
- Shadowing opportunities: Allow potential managers to shadow existing managers to observe their interactions with teams, learn their decision-making processes, and understand the day-to-day realities of the role.
- Project management experience: Give individuals opportunities to lead small projects to develop their organisational, communication, and problem-solving skills.
- Education on wellbeing and performance science: Equip managers with an understanding of human behaviour, motivation, and the factors that contribute to employee wellbeing and performance. This includes training on emotional intelligence, conflict resolution, and effective communication.
- Empowerment and self-reflection: Encourage individuals to explore their leadership style and the type of manager they want to be. Provide them with opportunities for self-assessment and feedback.
While some might argue that investing in management development is costly, the real cost lies in notdoing it. The expenses associated with high turnover, low productivity, and disengaged employees far outweigh the investment in training and development. Moreover, creating a positive, supportive work environment where employees feel valued and invested in will increase retention rates, making the initial investment even more worthwhile.
As Josh Bersin notes,
“Leadership is not a position, it’s a skill.”
By fostering a culture of continuous learning and development, organisations can equip their managers with the skills they need to succeed, creating a ripple effect of positive impact throughout the entire organisation. It’s time to move away from the era of the accidental manager and embrace a proactive approach to leadership development, creating a future where managers are not just competent but truly inspiring, and in doing so elevate the health wellbeing, and performance of the whole organisation.