Promoted to incompetence: the rise of the accidental managers
82% of new managers in the UK are “accidental managers”, taking on the role with no management training, according to recent research by the Chartered Management Institute (CMI).
And this is a statistic with a real and damaging effect on employee engagement, ROI and, more broadly, economic performance in the UK. People are leaving ‘bad managers’ in droves, citing poor relationships with seniors and toxic workplace cultures – something management training is shown to mitigate.
Why is this phenomenon so common? What do we really need from managers? How can we better identify ‘management material’ and how do we help those already in the role?