Accidental managers' and the risk of unplanned promotions

What can be the impact of rapid and unplanned promotions? The question calls into question the so-called 'accidental managers' and a phenomenon accentuated by the resulting pandemic and organisational changes, the intensity of which may intensify further with the retirement of baby boomers. A survey conducted by Robert Walters among senior profiles of different natures (managers, CXOs, partners and entrepreneurs) tried to probe into the folds of this trend trying to understand the reasons for the skills gap in modern leadership. A somewhat worrying picture emerged, showing (for example) how more than half of the new managers felt overwhelmed or overworked when they took on their new role and how 70% of the Italian managers surveyed declared that they had never received formal training for their position. In spite of the crucial role they play, this evidence emerged, leaders confirm a lack of managerial training and consequently highlight the opportunity for companies to invest in the development of skills that go beyond mere field experience.

The challenges to be faced, reads the note accompanying the study, are increasingly articulated (think for example of the management of hybrid teams or the wellbeing of employees), yet just under two-thirds of respondents (61% to be precise) admitted that they had not received any training on fundamental issues such as diversity, equity and inclusion. Another critical aspect highlighted by the research concerns the so-called 'silent promotion': more than one-fifth of managers said they had taken on more responsibilities without receiving an official title, salary adjustment or adequate training support. And this mechanism, if not managed correctly, can generate a strong sense of inadequacy in new leaders, negatively affecting their performance and the corporate climate.

Davide Maccagni, Robert Walters' Country Director for Italy, confirms in this regard how the phenomenon of 'accidental managers' affects all companies, from SMEs to corporations, in different ways. "In small companies," he explained to Sole24Ore.com, "it happens that these figures cover several roles without there being an accompanying structure to promote them. This is in some ways normal, because there is often no possibility of building a well-defined organisation chart, but it is certainly not the ideal scenario. In large organisations, on the other hand, the priority of making efficiency leads senior figures in many cases to aspire to a broader and more rounded leadership role, it being understood that career moves are notoriously well-defined'.

On the other hand, the criticalities that 'accidental managers' manifest are common to almost all companies, regardless of size, and concern the lack of communication and interaction skills, strategic thinking, time management skills to rationalise one's own tasks and those of one's team, and emotional intelligence to read situations and listen to the needs of the group.

The repercussions of inadequate training, as the report unequivocally testifies, are evident: 47% of managers admitted to feeling under pressure or insecure in their role, exposing themselves to the risk of stress and burnout. This is, as Robert Walters' experts point out, a significant percentage, which brings back to centre stage the issue of having to invest in training as the way to develop more effective leadership. The improvement of skills is not only a benefit for the leaders themselves, but for the entire organisation: in a world of work that is constantly changing, a trained manager is a strategic resource for business success, because decision-making capacity is strengthened, team management is improved and a more inclusive and productive working environment is fostered.