Workplace Wellbeing Academy News

This week's newsletter looks at a phenomenon thrown into sharp focus by a recent report from the Chartered Management Institute that indicates that 85% of UK managers feel that they achieved their position "accidentally".

The essence of effective leadership lies not just in overseeing tasks, but in fostering a positive and supportive work environment. However, the emergence of accidental managers, individuals propelled into leadership roles without the necessary training or experience, raises concerns about personal and team wellbeing within the workplace. The impact of accidental managers on both their own personal wellness and that of their teams is a critical yet often overlooked aspect of organisational dynamics.

Accidental managers, as identified in various studies, face numerous challenges that can significantly affect their personal wellbeing. Her's just a few:

1. Stress and Anxiety: The sudden transition to a managerial role without proper training often leads to heightened stress and anxiety levels. The pressure to perform, coupled with the lack of necessary skills, can be overwhelming for these individuals.
2. Emotional Toll: Leadership involves emotional labour, including supporting, guiding, and motivating a team. Accidental managers may grapple with the emotional toll of feeling ill-equipped to provide adequate support or mentorship, impacting their own emotional wellbeing.
3. Work-Life Imbalance: Adjusting to the demands of a managerial role can disrupt work-life balance. Accidental managers might find themselves dedicating excessive time and energy to their work, affecting their personal lives and overall sense of balance.

The impact of accidental managers goes beyond personal struggles, affecting the wellbeing of their teams in several ways:

1. Lack of Support and Guidance: Team members may feel unsupported due to the inadequacies of their managers, leading to decreased motivation and increased stress among employees.
2. Communication Breakdown: Poor communication skills of accidental managers can lead to misunderstandings, conflicts, and a lack of clear direction. This breakdown in communication can significantly impact the team's overall wellbeing.
3. Lower Morale and Engagement: When leadership is uncertain or lacking, it often results in lower team morale and reduced engagement, ultimately affecting the collective wellbeing of the team.

Addressing the implications of accidental managers on personal and team wellbeing is crucial for creating a healthy work environment. Organisations need to implement strategies to support these individuals and their teams:

1. Training and Development: Providing adequate training and development opportunities for aspiring and current managers is vital. These programs should focus not only on technical skills but also on soft skills like communication, conflict resolution, and emotional intelligence.
2. Mentorship and Support: Creating mentorship programs or providing coaching for accidental managers can offer the guidance and support needed for their personal growth and leadership development.
3. Promoting a Culture of Wellbeing: Organizations should prioritise the wellbeing of their employees by promoting a healthy work-life balance, providing mental health support resources, and fostering an environment where open communication and feedback are encouraged.

Moreover, in a broader context, a review of promotion and succession planning strategies can prevent the prevalence of accidental managers. Implementing clearer criteria for promotion and offering transitional support for new managers can contribute to a more successful and less stressful transition.

The phenomenon of accidental managers has a significant impact not only on the personal wellbeing of individuals thrust into these roles but also on the collective wellbeing of their teams. Recognizing these challenges and implementing measures to support and develop these individuals is vital for creating a positive and nurturing work environment. By addressing the personal and team-related challenges stemming from accidental management, organisations can foster a healthier, more engaged, and ultimately more productive workforce.

A big thank you to all of you who took up our offer of free memberships of Women in Transport.

Women in Transport is a not-for-profit that empowers women in the industry to maximise their potential. Membership provides exclusive access to events, their professional development programmes and the All Party Parliamentary Group for Women in Transport.

The Workplace Wellbeing Academy is proud to sponsor this year's Women in Transport Advance Mentoring Programme which allows the mentees to explore new ideas in a safe environment. It is an opportunity for learning and development for both the mentee and mentor. The process is about developing greater self-awareness for mentees and enabling them to take responsibility for the direction of their careers.

You may be concerned that you are an "accidental manager", having read the beginning of this week's newletter. If you are have a look at our e-learning course, Mental Health Essentials. It's a great way to improve your people management, listening and communication skills. Managing means managing people. To be a great manager you need to understand and support your team. This course will not only make you a better manager. It will also help your team achieve great things.