The Hidden Cost of Accidental Managers
Every organisation wants its people to have stronger skills, make fewer mistakes and stay longer. But for many businesses, from manufacturing to large agencies, to professional services, we’ve even seen firsthand with clients we service in the KBB (kitchen, bedroom and bathroom) sector, the biggest challenge isn’t ambition, it’s the structure behind how teams and managers are being developed.
Across the UK, the majority of managers are what we call accidental managers: talented individuals promoted for strong technical performance, but without the training, coaching or tools to lead effectively. According to the Chartered Management Institute, 82% of managers have never received formal leadership training. That gap is costly and not just in terms of money.
The Ripple Effect of Underprepared Managers
An accidental manager might start with enthusiasm, but without guidance the cracks soon show. Teams become disengaged, silos form, mistakes increase, and the culture shifts towards firefighting rather than progress.
The numbers are stark:
• 94% of employees say they’d stay longer at a company that invests in their career development (LinkedIn Learning).
• 1 in 3 workers has quit due to poor management or negative culture (Gallup).
• If employees rate their manager as ineffective, half plan to leave within a year.
For a business of 250 employees, even modest turnover linked to ineffective management can equate to hundreds of thousands of pounds lost annually in recruitment costs, training, onboarding and lost productivity. In industries like KBB, where skilled designers, fitters and project managers are in high demand, the cost of churn is even greater.
Why the Problem Persists
The truth is, most organisations don’t set out to neglect management training. It happens because:
• Performance is rewarded with promotion, but the new role demands a different skill set.
• Budgets are stretched, so training is seen as a “nice to have” rather than a business-critical investment.
• One-off courses are used as quick fixes, but they rarely stick once the manager is back in the workplace.
This combination leads to uneven standards, poor role clarity and constant firefighting. For boards and directors, the impact can be frustratingly invisible a gradual erosion of performance, rather than one big event.
From Accidental to Intentional Leadership
The alternative is to treat leadership capability as a discipline that can be taught, embedded and measured. Just as businesses invest in new machinery, product development or marketing campaigns, they can invest in their managers with the same rigour.
Shifting from accidental to intentional leadership means:
1. Creating clear pathways; mapping what good management looks like at different levels.
2. Providing practical tools; not just theory, but resources managers can use on the job.
3. Embedding a rhythm of learning; quarterly workshops, peer coaching and role-based tasks that reinforce skills over time.
4. Making accountability visible; simple dashboards and check-ins that show boards, auditors and employees the impact of development.
In sectors like KBB, where margins are tight and projects rely on smooth coordination between sales, production and distribution, this shift can be transformative. Managers who coach rather than simply supervise create teams that anticipate challenges, reduce costly errors, and deliver better customer experiences.
Practical First Steps
Even without a full-scale programme, leaders can take small steps to move accidental managers in the right direction:
• Pair new managers with mentors who can provide perspective and share experience.
• Encourage reflection through structured check-ins, not just performance reviews.
• Build learning into the flow of work, so managers develop skills as they solve real problems.
These changes don’t eliminate the need for structured development, but they start to shift the culture from reactive to proactive.
The Business Case
Ultimately, the hidden cost of accidental managers is too high to ignore. Retention drops, recruitment costs rise, and opportunities for growth are missed. By contrast, organisations that invest in leadership development don’t just save money, they gain a reputation as employers of choice.
For HR directors, boards and CEOs, the message is clear: building capability in your managers is one of the most strategic investments you can make. It’s not about ticking a training box. It’s about future-proofing your culture, safeguarding your talent pipeline and ensuring your teams have the rhythm and consistency to perform at their best.
Closing Thought
Accidental managers aren’t failure, they’re simply under-equipped. But the cost of leaving them unsupported is real and compounding. For ambitious organisations in every sector, now is the time to make leadership development intentional, structured and continuous. That’s how you turn management accidents into a long-term competitive advantage.
Strategic Professionals.
