The ‘accidental manager’ finds themselves in a managerial position not necessarily due to their expertise in leadership or management, but rather due to other circumstances.
‘82% [of those surveyed] are ‘accidental managers’ and a third don’t have formal management training'.
These circumstances could include factors such as:
- Popularity: They may be well-liked and respected by their peers, leading to their selection as a manager based on popularity rather than managerial skills.
- Job Performance: They might excel in their current role, leading to a promotion to a managerial position as a reward for their individual performance, without necessarily assessing their ability to lead a team.
- Availability: Sometimes, individuals may be promoted to a managerial role simply because they are available when a managerial position becomes vacant, without necessarily undergoing a rigorous selection process based on managerial competence.
Is it any wonder that accidental managers struggle to do a good job?
An accidental manager often lacks formal management training and may not possess the necessary skills and experience required to effectively lead a team. Their promotion may be more of a result of happenstance or convenience within the organisation rather than a deliberate decision based on their suitability for a managerial role.
These individuals may face challenges in navigating their new managerial responsibilities, such as delegating tasks, resolving conflicts, and motivating team members. However, with the right support, training, and mentorship, accidental managers can develop the skills needed to succeed in their roles and contribute to the success of their teams and organisations.
As ‘untrained, accidental managers are finding themselves responsible for their team’s individual wellbeing, careers, deployment, productivity, compliance and much more’, is it any wonder that they struggle to do a good job?
Join us to develop effective leaders who can inspire employee engagement
In addressing the challenge of “accidental managers” within the UK economy, organisations can take the following three easy steps to ensure effective leadership development and mitigate potential risks associated with unprepared managers
- Spot Potential Managers: Instead of previous job titles, look for workers showing leadership promise, like good communicators and problem solvers.
- Offer Broad Training: Train everyone, no matter their role, in key leadership skills: clear communication, conflict resolution, delegation, decision-making, and understanding teams.
- Set Up Mentoring: Pair up-and-coming managers with experienced ones to share insights and give guidance, fostering continuous learning.
Through a strategic approach, organisations can cultivate a robust pipeline of skilled managers who are equipped to lead effectively and drive success within the UK economy. Investing in the development of future leaders not only benefits individual employees but also strengthens the overall resilience and competitiveness of the organisation.
‘Managers who have received formal training are significantly more likely to feel confident in their management abilities (83%) compared to those who have not (71%)”
