The Issue of ‘Accidental Managers’- Strategies to Avoid Inadvertant Leadership
I came across a stat recently: 82% of people in leadership positions have had no formal training and find themselves in leadership roles by chance or coercion and not by design. That’s a pretty stark stat don’t you think? This was from research undertaken by the Chartered Management Institute UK, but I’m sure is highly reflective of Australia and other similar territories.
It’s not like leadership is a nice-to-have component part of people-managerial roles – it’s a foundational and wholly instrumental part of many individuals’ jobs and yet an extraordinary number of people have no training before and, in many cases, for many years into a leadership role.
These ‘accidental managers’ often rise to leadership roles due to their technical expertise, tenure, or the necessity to fill a vacancy, rather than through a deliberate progression of skills and training. While they may possess valuable qualities, their lack of formal management training can lead to significant challenges for both the individual and the organisation.
I’ve had some personal exposure to individuals that have unfortunately found themselves in this space and seen firsthand how it manifests itself and the profound impact it often has and I think it neither fair on the individual nor the team they lead.
In this blog, we will explore the pitfalls of accidental management and present strategies to prevent such circumstances, as well as ways to improve the situation if it aready exists.
4 min read.
TLDR: Ensure there is robust succession planning in place; build capability as a default; instigate ongoing coaching and mentoring; build a culture of continuous learning in a psychologically-safe environment. If pre-existing, take action now - it’s never too late to instigate change for the better.
The Impact
Inadequate or no leadership training can lead to poor decision-making, ineffective communication, and decreased team morale. Untrained leaders may struggle with conflict resolution, fail to set clear goals, and lack the skills to motivate and develop their team. This can result in high employee turnover, reduced productivity, and a negative workplace culture. Additionally, they may think too short-term, overlooking strategic planning and risk management, leading to organisational instability and missed opportunities for growth.
How to Negate Future Occurrence
Implement a Structured Career Development Plan
One of the most effective ways to avoid the rise of ‘accidental leadership’ is to implement a structured career-development plan within the organisation. This plan should outline clear pathways for progression to leadership roles, including the necessary skills and experiences required at each stage.
Allied to role-specific capability is identification of leadership potential within the non-managerial cohort. Implementing assessments and performance reviews that focus on leadership qualities, such as emotional intelligence, problem-solving abilities, and team collaboration, can help in recognising individuals with natural leadership capabilities.
Regular dialogue at senior level on organisational need and existing capability within the existing team based on such models as the ‘9-block matrix’ ensures that at best, planned succession can occur and worst that a training or hiring need is proactively identified.
Invest into Leadership Competencies Irrespective of Current Need
Investing in comprehensive management training programmes is essential for preparing employees for leadership roles. These programmes should cover fundamental management skills such as communication, delegation, performance management, and conflict resolution. Offering such training to potential managers before they assume their roles can significantly reduce the likelihood of individuals being found wanting if and when they assume leadership positions, in addition to upskilling and enhancing current performance.
Utilise Mentorship and Coaching
Mentorship and coaching are invaluable tools for developing leadership skills. Pairing potential leaders with experienced mentors allows them to gain insights, receive guidance, and develop their leadership skills in a supportive environment. Ongoing, real-world support has been shown consistently to be one of the most effective ways of developing leadership competency due to the fact that it consistently directly relates theory to practise and by its very nature allows for multiple exposures to new experiences, associated discussion and learning.
Create a Culture of Continuous Learning
Encouraging a culture of continuous learning within the organisation ensures that employees at all levels are constantly developing their skills. This can be achieved through regular training sessions, workshops, and access to learning resources. By promoting ongoing education, organisations can equip their workforce with the necessary tools to handle managerial responsibilities effectively when the time comes, avoiding any knee-jerk appointments due to unforeseen necessity.
How to Alleviate a Pre-Existing Situation
Whilst not ideal, if leaders with no formal leadership training are already present within the organisation, it is crucial to address their development needs as early as possible into their tenure. Here are five ways to improve the situation:
Provide Targeted Training and Development
Accidental managers should be offered targeted training programmes that address their specific development needs. This could include workshops on leadership skills, time management, conflict resolution, and effective communication. Tailoring the training to address their gaps can help them become more competent and confident in their roles relatively quickly, mitigating risk in team functionality and output.
Offer Regular Feedback and Support
Regular feedback and support are essential for the growth of all managers. Implementing a system of continuous performance reviews and providing constructive feedback can help them understand their strengths and areas for improvement. Additionally, offering ongoing support through coaching or mentorship can provide them with the guidance needed to navigate their team-leadership responsibilities. It is key, however, that any shortfall in expectation is not levied as a criticism, more a recognition of a prior lack of formalised professional support and training.
Encourage Peer Learning and Collaboration
Creating opportunities for peer learning and collaboration can benefit all leaders by allowing them to learn from their colleagues' experiences. This can be facilitated through group discussions, workshops, or cross-functional projects where individuals can share insights and best practice. Learning from peers can help the individual gain new perspectives and develop effective strategies for their roles.
Establish Clear Expectations and Goals
Setting clear expectations and goals for developing leaders is vital. Defining specific performance objectives and outlining the desired outcomes provides them with a roadmap to follow. Regularly reviewing progress towards these goals and providing guidance on how to achieve them can help inexperienced leaders stay focused and motivated.
Promote a Supportive Work Environment
A supportive, psychologically-safe work environment is crucial for the development and success of all managers. Encouraging open communication, creating a collaborative culture, and recognising individual efforts all help build confidence and competence. Creating a safe space where they can seek advice and share their challenges without fear of judgment can significantly enhance growth as effective leaders.
Investing in the development of competent and confident leaders is essential for the long-term success and well-being of any organisation - it’s never too late to instigate meaningful investment into such a core element of organisational competency.
If any of this resonates with you, your organisation or your team and you’d like to explore further, please reach out for an initial bespoke business strategy consultation.
