They’ve smashed their targets, exceeded expectations, and clearly demonstrated mastery in their current position. But, unfortunately, excelling as an individual contributor doesn’t guarantee success as a manager.
Time and again, businesses fall into the trap of promoting high performers into leadership roles without providing the necessary support or training. The result? “Accidental managers”—employees thrust into positions of authority but lacking the skills to effectively lead, motivate, or manage teams. Unfortunately, the consequences can be significant, from reduced team performance to increased employee turnover and toxic workplace cultures.
In this article, Steven Hurst, Director of Corporate Learning at Arden University, looks at how HR teams can identify and prevent accidental managers in the workplace.
Why does this keep happening?
The issue is more widespread than many might realise. Research shows that 82% of new managers in the UK receive no formal management training. Similarly, 26% of senior managers, and 52% of managers overall admit they’ve never been provided with structured leadership development opportunities.
This lack of preparation puts both the individual and the organisation at risk. New managers often feel overwhelmed, underprepared, and unsupported, leading to poor decision-making. For their direct reports, the impact can be even worse. A workplace survey revealed that 33% of workers have quit a job due to bad management or negative workplace culture, while 28% left because of a poor relationship with their manager.
Warning signs of an accidental manager
Identifying potential accidental managers before they’re placed in leadership roles is critical. Here are some key warning signs businesses should watch for:
1. High performance in current role, but no people skills
A top salesperson might know how to close deals, for instance, but that doesn’t always mean they know how to lead a team. If success has come from individual effort rather than collaboration, this can be a warning sign.
2. Resistance to feedback or collaboration
A manager needs to constantly take feedback on board, from their team, customers, or senior leadership. An inability or resistance to adapt signals a potential gap in leadership readiness.
3. Micromanaging behaviours
Leadership means empowering others, not doing everything yourself. If your top performer struggles to delegate or trust others, they may not be ready for a leadership role.
4. No interest in leadership development
Employees who shy away from training opportunities, team projects, or mentoring responsibilities may lack long-term commitment to developing the skills needed to manage others.
What skills make a great leader?
It’s vital for businesses to recognise that leadership isn’t instinctive. Good managers need to develop a range of skills.
Empathy and strong interpersonal skills are key traits for effective management, for instance. Understanding and relating to team members fosters a collaborative and supportive environment where individuals feel valued and motivated to contribute their best work.
Decision-making is another critical skill for managers, who are often required to weigh up risks, analyse situations, and make choices in the best interest of both the team and the business. The ability to make informed decisions ensures that the organisation can adapt and thrive in a dynamic environment.
Coaching and team development are also fundamental to good management. Rather than simply delegating tasks, effective managers take on the role of mentor, empowering their teams by focusing on long-term skill-building and professional growth. This approach not only boosts individual capabilities but also strengthens the overall resilience of the team.
Lastly, adaptability is essential for modern leadership. The ability to pivot strategies, take constructive feedback, and remain resilient during challenges enables managers to successfully lead their teams through uncertainty and change.
Bridging the gap with degree apprenticeships
If we know that leadership requires targeted skill development, why are so many businesses still setting their managers up to fail? Often, it’s because there’s no accessible training pathway.
Degree apprenticeships, like those offered at Arden University, are a game-changer for bridging the skills gap. Designed to integrate seamlessly into the workplace, such apprenticeships combine practical experience with formal education, ensuring future leaders learn through application, and develop the right management skills they need.
Here’s why they work so well:
- Real-world relevance: Apprentices earn as they learn, applying leadership principles to live challenges within their organisation. This ensures training feels relevant and actionable. This is exceptionally poignant in an era where many businesses are facing a variety of changes and challenges.
- Structured development: Apprenticeships follow a clear framework, meaning businesses can rest assured that their managers are developing the right mix of technical and soft skills that is also relevant to the business.
- Retention benefits: Degree apprenticeships send a strong message that your company invests in its people. Employees who feel supported and valued are less likely to leave, enhancing retention and increasing return on investment for businesses.
- Flexible for businesses: Many apprenticeships are tailored to align with business goals, providing a balance of academic learning and workplace integration. For instance, some learning providers offer online degree apprenticeships, allowing employees to fit their studies around their personal schedules. This is also a great option for businesses that are scattered around the UK, as it will mean learning remains consistent throughout different locations.
Build leaders, not accidental managers
The cost of poor management is far too high - for both employees and organisations alike. Ignoring the skills gap creates accidental managers who hinder business growth, breed negativity, and drive talent out the door. But by investing in leadership development, companies can transform high performers into confident, prepared leaders who thrive in management roles.
Businesses can future-proof their leadership teams through expert-designed learning programmes and management apprenticeships. By investing in effective learning and development, businesses can avoid accidental managers and build a culture of empowered, capable leaders that will help their company grow for years to come.
