How to avoid creating ‘accidental managers’!
Being promoted to a leadership role is an exciting time. But occasionally employees are promoted because of their technical experience, knowledge, or length in role, and not because they have the right skills, particularly when it comes to managing people. According to the Chartered Management Institute, a staggering 82% of new managers in the UK are ‘accidental managers’.
What’s an accidental manager?
An accidental manager is someone who is ill-prepared and has had no training in management or leadership. Put simply, they have no idea how to manage people to get the best out of them. They might have been with an organisation for many years and excelled in their functional role so their boss believes that they are ready for the next challenge. Or the individual in question feels they should be promoted because of their loyalty and dedication.
Whatever happens next, it’s bound to cause problems. Not everyone enjoys managing people and if a newly promoted manager is not well-suited to, or equipped for their new role, they will be less able to provide effective leadership. This in turn may lead to dissatisfaction demotivation, lower productivity and potentially staff leaving the business.
Look out for the signs
There are usually signs that someone is ready to be promoted. These can include the following:
High performance – delivering results
Shows initiative and ownership
Can handle shifting priorities and projects
Receives feedback well and uses it to grow
Collaborates effectively with others
Setting up for success
It’s a no brainer that new managers need to be nurtured, supported and developed. They also need to have had the appropriate guidance, support, and training and a clear development plan with priorities in place BEFORE they start their new leadership role.
They need to be prepared to take their first step into leadership, not left to handle it alone. Rather than waiting for employees to be appointed into a leadership role before starting their development, organisations should prioritise this in readiness for the big step up.
Elevate everyday interactions
Fortunately today, there are a wealth of digital resources, multi-modal learning resources, as well as one-to-one coaching and mentoring options. Not only should future leaders have emotional intelligence, self-awareness and empathy, but they would also benefit from learning and training in other areas too. This may include developing the following skills:
1. Communication
2. Leadership
3. Goal setting
4. Decision making
5. Handling conflict
6. Teamwork/collaboration
7. Motivation/giving direction
8. Giving constructive feedback
9. Accountability and ownership
10. Delegation
Every organisation is only as strong as its leaders. That's why it's so important to cultivate the next generation of leaders through a dedicated learning and development programme. The good news is that with the right tools and coaching, first-time managers can and do succeed. Plus, those organisations that commit to developing employees in readiness for future responsibilities will build highly competent and effective leaders, who can hit the ground running. And the benefits to their organisation will be better morale, higher levels of engagement, improved staff retention and increased performance and productivity.
Ask for help
If you’re a new manager struggling to connect successfully with colleagues, or team members, then do get in touch. One-to-one mentoring, coaching and training can help to further refine and develop your leadership skills, and really build your confidence, enabling you to become not only more effective, but to enjoy your new role too!