The rise and risk of the ‘accidental manager’

16 Sept

‘Accidental managers’ without proper leadership training are contributing to almost one in three workers walking out, research finds. A 2023 poll revealed that ineffective leaders create poor motivation and low job satisfaction in their teams.

What is an ‘accidental manager’ and why is it a problem?

What is an ‘accidental manager’?

A new or emerging manager, sometimes referred to as an 'accidental' manager, is someone who has stepped into a leadership role without formal training or prior experience in management. These individuals often find themselves learning as they go, growing into their responsibilities while navigating the challenges of leadership for the first time.

Are you a technical expert or subject specialist who finds themselves leading a team without having had any people management training?
Have you simply been there the longest but have no real desire to be a leader of people?

Chances are that you’re one of the UK’s ‘accidental managers’. And you’re not alone.

A survey of more than 4,500 workers and managers by the Chartered Management Institute, conducted by YouGov, found that 82% of those who enter management positions have not had any proper training, leading them to become known as ‘accidental managers’.

The study also found that ‘accidental managers’ with no formal leadership training are contributing to almost one in three workers quitting [1].

The problem is even wider than emerging managers and leaders:

a quarter (26%) of senior managers and leaders and half (52%) of managers also claimed they have had no formal management or leadership training.

The impact is clear:

31% of managers and 28% of workers have left a job because of a negative relationship with their manager, it found.

What’s the risk?

Managers have a deep impact on employees, including on their motivation, productivity, satisfaction, and likelihood of leaving their job.

A UK Visier survey, found that 43% of workers have left a job at some point in their career because of their manager. The poll also found that more than half (53%) of those considering leaving their jobs say that they were looking to change roles because of their manager [2].

A Chartered Management Institute (CMI) and YouGov poll, Taking Responsibility: Why UK plc Needs Better Managers (2023) revealed that 50% of those who say their bosses are ineffective plan to quit within the next year.

The problem is clear:

Unengaged employees
Poor retention
High turnover and associated costs
Workplace stress
Poor staff wellbeing
Unengaged employees.

On this point, Abdulwahab S. Bin Shmailan states that “unengaged employees demonstrate poor customer service, lack of commitment and poor performance…they do not care about the success of the organisation. Engaged employees produce better financial results, are proud of their organisation and demonstrate enthusiasm. It makes financial and motivational sense to foster employee engagement.” (Abdulwahab S. Bin Shmailan, 2015) [3].

Why does it matter?

We know businesses want to improve the quality of their managers because it is widely understood that quality managers and leaders are critical to retention of talented employees: the old adage - people leave managers not companies.

What’s more, people management is a stand-alone skill by itself. Ascending the ranks of practice and subject knowledge does not guarantee an ability to effectively manage people. Having good managers and leaders is critical to company culture, reputation, and business success.

Being a people manager nowadays calls for much deeper self-awareness and awareness of others, known as emotional intelligence, in order to get the best from relationships, which are key to wellbeing in the workforce.

I’ve observed that traditional approaches to leadership and management are still prevalent. The days of a traditional leadership approach are long gone; where ‘better knowledge’ and ‘more power’ were the hallmarks of leadership strength within a hierarchy, where vulnerability and ‘not knowing’ equalled weakness, and co-existed alongside an attitude of ‘keeping people’s feet close to the fire’ - management by fear.

A modern leadership and management practice draws out the strengths of traditional approaches and balances them with a full and knowledgeable practice centred on emotional intelligence and an understanding of the way our brains work and the impacts of stress on our performance ability at work.

Skills required include:

effective management of change
team development
performance management
giving feedback for development
handling conflict
meeting people’s needs
understanding stress and its impact on the brain
familiarity with the psychology of relationships
being an organisational leader
And much more.

What’s the lived reality of this?

Being an ‘accidental manager’ can be incredibly stressful. Often, they won’t know what they don’t know, and will exhibit a high level of ‘unconscious incompetence’ (Burch, 1970s) that may even border on ‘misplaced confidence’. The diverse and complex blind spots that this can create may result in:

feeling overwhelmed and a sense of failing
staff performance not being managed
decisions being devolved
leadership not cascading but problems still ascending - driving issues further up to senior leaders
conflict not being effectively managed
problems with boundaries and responsibility-taking
change and transitions poorly handled, resulting in staff stress and weak implementation
staff recruitment, training and retention difficulties
complaints, grievances
communication issues
fearful cultural behaviours such as gossip and griping
staff wellbeing affected and demonstrated through sickness and absence
concerning staff survey results
poor employee engagement.

What’s the impact of training?

Quality, effective and modern leadership and management training can result in:

Increased confidence, knowledge and a safe, quality practice
Improved business growth potential, success and profitability
Improved employee experience, engagement and wellbeing.

What is the solution?

Are you an ‘Accidental Manager’? Do you want to become an Intentional Leader?

Are you ready, willing and able to tackle the problem and develop your practice?

Contact us to discuss your management and leadership development needs. We offer training, customised packages and masterclasses, coaching and mentoring as well as strategic learning and organisational development consultancy.

Join our ‘Accidental Leadership’ community for a monthly support café, expert guidance, and mentoring. Get answers to your toughest questions and grow as a leader!

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