The Accidental Manager

Management or leadership progression is not for the faint-hearted.? Each step on the ladder is another opportunity for personal risk (as well as reward).? Having a solid footing, with firm foundations, knowing where to place your hands and feet next, and doing so confidently is essential. ??Yet, accidents at work are commonplace.

?I have been impacted recently by a report published by the Chartered Management Institute, titled ‘Taking Responsibility - Why UK plc needs better managers’.

Main Report themes:

• 82% of managers in management positions have no formal management or leadership training. 26% of senior leaders have not had any such training.
• 50% of workers who rate their manager as ineffective are more likely to be planning to leave in the next 12 months.
• Nearly 80% of managers say they aren’t confident in their role or would benefit from professional development.
• Only 27% of workers surveyed felt their manager was highly effective.
• 46% of managers reported that people were promoted based on internal relationships and profile, not necessarily for ability and performance.

These statistics make me sad. They also prove what I have long suspected to be true based on personal experience. It got me thinking.

As with all my writings, intending to illuminate and impact, I approach this writing with vulnerability.? I endorse the views and substantive research work of Brené Brown on the power of vulnerability. See https://brenebrown.com for more.

For the past 27 years, my sphere of influence (two-way) has been in leadership and management teams across various roles, projects (e.g M&A, collaborations, negotiations and board counsel and stakeholder facilitation), and organisations.? I also had a decent tenure inside a law firm setting and being on the partnership track. Combined, this has exposed me to the activities and behaviours of 100’s of people who founded, led companies and ran departments.

Being a leader or manager (make no mistake, also a leader) is a complex task.? It requires bravery, humility and a myriad of other competencies and behaviours.? It does not come naturally for most of us.?? The role demands the support and empathy of others, with coaches and cheerleaders in plain sight.? If leadership is a character strength, it still requires a personal commitment to practice, to ‘know yourself’ and how to marry technical competence with the broader skillset needed for successful, impactful leadership.??

How then, might we find ourselves as Accidental Managers in the first place? Well, quite easily I think! For example:

• Being promoted into management based on technical competence or ability to win business.
• The career progression in the organisation only values management or leadership.
• Sleep-walking into a management role.
• An entrepreneur moving into a broader role of running a busy business to further the vision they birthed.
• Taking on the reins from the previous generation for a family business.
• Step into an unexpected void when someone leaves an organisation for whatever reason (If not me, then who…).
• Where growth necessitates a catch-up in management depth or structure and you are in the hot seat.?
• Optics to support a change in compensation package that can only be made alongside a job title or role expansion change.

In all these instances and many others, it does not necessarily follow we are adept at managing people to best effect or that we have all we need to be good leaders.? I would say that the majority of us are not the finished product, and I count myself in that.? Nor are these individuals necessarily wrong to be in the role; where it goes awry is where they are not prepared, able or supported to grow as professional managers or leaders, or given the time and space to do so. This article does not speak to toxic leadership styles or behaviours, which is something else entirely.

I often spend time ensuring I am getting myself out of my way; in other words, where my ‘make-up’ conspires against my best intentions!

How would I have felt at my old law firm if my colleagues considered me an ineffective manager and told me so in no uncertain terms? This report suggests that many surveyed feel that way about their manager. ?That’s easy to answer…I would have felt awful, guilty, stressed, stuck and wanting to get better.? I would have also been my own worst critic, not giving myself any lee-way for well, being human!

Was I effective or ineffective? Probably ‘some and some’.? Did I know that, at the time, that I had ‘gaps’? Yes, of course, I did, but we crack on regardless. Also, the lawyer in me used to hate not having all the answers (it’s a professional pot-hole!).

Were my bosses ‘Accidental Managers’ too? Yes, I think so.? They were decent, hard-working people, specialists and focused on the task, and they each did their personal best with what they had towards their teams. I am grateful.?

Would I have intentionally raised the flag that some personalised leadership training would be welcome, indeed essential? Back then, I doubt it.? Instead, I paid privately for business and developmental coaches.

Call to action 1:? It’s good to fix a nice cup of tea or coffee and have that moment of introspection.?

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I work quietly alongside business leaders, owners and their C-Suite.? They air their vulnerabilities and professional struggles, a privilege and weight I take seriously and honour them for doing so.? In an M&A deal or complex negotiation, you get close to the leadership and trust builds. On a personal level (for business is personal after all really, isn’t it?), I empathise with them as they privately battle, strive and struggle to be better.? Over-achievers (all of you reading this) can set too high expectations on yourself and suffer in silence.? It is a burden and that’s a burden which should be shared and better understood.

This report reminds me that it is unfortunate and unkind to promote or place passionate people into management and leadership roles without unapologetic persistence from the organisation and their leadership to support the individual in truly growing their professional leadership standing.? It should be ‘here is your promotion + leadership development’.? I don’t think it should ever need to be asked for or negotiated – it should be a given, obvious.

In the long run, this investment pays dividends in terms of economic currency and human capital. Today's new generation of workers has in-built expectations that they will be invested in and developed to their full potential.

I know lots of organisations have this nailed.? However, the results of this report inform us that perhaps there is work to do for others.

Finding yourself as an ‘Accidental Manager’ can be exhausting, stressful, risky, unrewarding, imprisoning and debilitating (in that one’s confidence in ability and impact can take a direct hit).? This unfortunate job title doesn’t bode well for trust, which drives innovation, productivity, team growth and autonomy, project achievement or collaboration.? For many women, throw in the silent impact of menopause on top, and it’s quite the concoction.

I have seen all this unravelling during my 27 years in business. I have often found myself speaking to teams and individuals who are frustrated by their managers or project leaders. I make it my mission to try and offer some perspective and change their narrative. After all, would we want all that comes with their working day (and night) and weekend (including Sunday)?

Theodore Roosevelt said “It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”?

As alluded to earlier, I have had coaches and courses alongside me for decades, the vast majority at my expense.? Why? Because how we go about what we do matters, and I know I have my flaws.? I realised that I get chosen to work with clients not just because of what I do; these days, it is more about who I am in the role, project or task. To the extent this nuance is not taught in business or law schools, I think it should be.

Have I got it right yet, being a manager or leader. I hope not! I never want to think I have leadership nailed. That’s a dangerous place to be.

I have seen many brilliant and passionate people who are in truth, Accidental Managers.? This is me as well.? These individuals keep going, have grit (high resilience and passion) and keep trying. They have been great at their prior role, but now this is a whole new thing that they or their leadership have perhaps underestimated.?

I don’t think being in a comfort zone is good for personal growth, but I also think being fearful in a role and out of control is damaging.? There is a tension to hold here – and my question is this: Are these individuals supported in navigating that tension and role transition?? As suggested by the report, not always.?

If the Accidental Manager strives away, never telling a soul (for whatever reason), it is reasonable to conclude that the development need may go unnoticed. This person may not feel they would have the support of their organisation to grow as a leader.? Equally, they may have turned down opportunities to do this developmental work for reasons only they would know, much to the frustration of their leaders. ?For me if offered, it would be ‘Yes and Amen!’

Michael J. Fox kept his Parkinson’s Disease diagnosis under wraps from the Hollywood studios for many years.? In that time, he developed all manner of strategies to conceal his reality, including always being on the move, having something in his left hand to manage the hand twitching, to careful and well-timed use of medication to reduce his symptoms.? Whilst an incredible feat, but how exhausting and lonely must that have been?? In his recent documentary (recommending viewing), he said that after the symptoms became so noticeable, he realised he just had to be himself and could be just as impactful as that version too.? Well, he certainly has been that.? Michael’s story has always inspired me.? Perhaps we should see his story as permission to use vulnerability and challenge powerfully, too. ?He is quoted as saying, “If you don't take the time to do it right, when will you have time to do it over?”. Thank you Mr Fox.

Call to action 2: Consider engaging with your leaders and managers with authenticity and vulnerability and ask, ‘How do I help you be better in your role?' And please don’t take ‘All Good. Nothing needed’ as an acceptable answer.

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So, can we move forward considering the findings of this Report? Yes, we can, if we see it as a springboard for personal and organisational action.

If we reframe every Accidental Manager as an Apprentice Leader, perhaps that would help for starters.? Much of being a manager or leader is learned on the job. Still, if supplemented by specialist practical and applied training (academic theory only goes so far), that is a good investment.?

By telling (or showing) our manager colleagues that it is perfectly OK not to have it all figured out, they may breathe a sigh of relief rather than see such an admission as potentially career-limiting or result in a lack of respect towards them. ?It should be liberating and affirming to hear it.

Call to action 3: When have you told your leaders that? We can also lead upwards, modelling empathy, emotional intelligence and these collaborative behaviours to our bosses, clients etc.

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The CMI report serves as a floodlight on an issue for us all.? I speak to university students and workplaces (from induction day and consortiums to board retreats) and recognise that they are all audiences for management and leadership development.? There is never ‘too early’ or ‘too late’.? As one of my former bosses used to say, ‘There is no such thing as a silly question or request. The silly thing is not to raise it.’

Call to action 4: What could we all do differently today, as leaders (accidental manager or not), both in our manager role and also towards our colleagues and teams?

Some final thoughts:?

• To know yourself.? I recently did a character strengths test via www.viacharacter.org , recommended by the leader of a Women in Leadership course run by my church, St John's Hampton Wick . ?The results were really useful (tough to read in places, too – but that’s OK).? Inexpensive and insightful.? In full transparency, my top 5 were: perspective, humour, spirituality, love of learning and leadership.? My lesser strengths (my Achilles heel) were interesting too, and included zest, self-regulation and humility (borne out of occasional self-doubt).? So my journey of self-discovery continues! My team have done it as well for their personal development and journey.? We will look at how to collectively play our little tribe to combine strength.? I recommend you consider doing the same.
• Be vulnerable: Have a vulnerable moment up into your leadership about your needs, or offer the same to your team. You may be surprised by their response. If doing so is unlikely to be well received, what can you do in your own capacity and time for starters? These days, there are so many great resources freely available. Do you have anyone in your circle or network who models leadership well? Why not ask them for some time - if you don't ask, don't get! Read well, by which I mean I have read some very inspiring and provoking books from leadership specialists and business personalities. It all helps as you formulate your own version of leading well.
• Empathy: Take a step back and give your leadership colleagues a break.? The likelihood is that many of them may be in this category of ‘Accidental Manager’.? Take them out for a coffee and show up as a silent cheerleader, not for career progression, just because you can.
• Self-Compassion: As an Accidental Leader, please exercise this. www.self-compassion.org has good resources. Professor Kristen Neff is a leading academic on the subject. To coin Roosevelt's quote, remember, you are the ones who dare greatly.
• Reframe: We should all aspire to be persistent Apprentice Leaders.? What would your apprenticeship studies and practical learning consist of, and why?

?I hope that over time, organisations will have, by intention, many Apprentice Leaders and no Accidental Managers.

Healthy thoughts are welcome, and if a private chat would serve you or your organisation, DM me. Sending you my best thoughts for the next few weeks.

Dawn

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P.S Here is the report link for those who want to read it.

https://www.managers.org.uk/wp-content/uploads/2023/10/CMI_BMB_GoodManagment_Report.pdf

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Hi.? I am Dawn Stallwood, the Chief Integrity Officer and Founder of Floodlight Business, an integrity platform serving boards, deals, workplace and future leaders in their international M&A execution, boardroom effectiveness, corporate governance. negotiations and facilitating impactful collaborations. Alongside www.floodlightbusiness.com there’s more integrity, this time for supporting documentation for international transactions and assets for corporates, executives and private offices of families (www.companynotary.com ). Combined, this work keeps me humble, rich in experience and reminds me of the power of service!? 27 years in, and more to do.? Prior experience includes in-house with a multinational and partnership with a new top 10 UK law firm.? I have run my consulting group since 2010.? I am committed to #BeautifulLeadership in action, meaningful relationship management and serving as an enabler and cheerleader to the brave souls who choose to lead their businesses or departments.? My maxim is #BusinessIsPersonal. ?I post only on LinkedIn and happy to engage in healthy discussion – kindness and respect please.? If my approach and services (see websites) interest you, please DM me.? Meanwhile, go well.

Dawn

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