The Case for Trained Managers: Why We Can’t Keep Ignoring the Accidental Manager Problem

Imagine this scenario: You’re not feeling well and decide it’s finally time to see a doctor. You sit down, explaining your symptoms, only for the doctor to say, “Well, I haven’t really trained for this, but I’ll do my best.” How quickly would you head for the door?

Most of us would be out of there in a flash, but surprisingly, we encounter this same situation in our workplaces every day without batting an eye. The “accidental manager” is far more common than we might realise. According to a study by the Chartered Institute of Management, 82% of individuals promoted into management roles in the UK receive no formal training in how to lead and manage effectively. They’re thrust into positions of responsibility without the critical tools and skills to succeed, a situation that would be unacceptable in almost any other profession.

These accidental managers—those who find themselves managing teams and projects without formal leadership training—face challenges that would seem ludicrous in other fields. Just imagine the damage an “accidental doctor” or an “accidental lawyer” might cause without the training and expertise their fields demand. Yet, we continue to place untrained individuals in management roles, allowing them to lead teams and make decisions that have real consequences for people and organisations.

So, why do we tolerate this in management? Perhaps it’s because we assume management is something you can learn as you go, or because we don’t fully appreciate how essential it is for managers to have the right skills. After all, poor management doesn’t just affect individuals; it can lead to high attrition rates, costly turnover, and ultimately impact the health and success of entire organisations. In some cases, it even ripples out to affect communities as companies struggle with poor leadership and, in severe cases, economic decline and job losses.

The Glorification of Leadership and the Undervaluing of Management

One reason this problem persists is our society’s tendency to glorify “leadership” over “management.” Many people think of leaders as visionaries, those who set bold goals and inspire others to achieve greatness. But “management” is often viewed as less glamorous, reduced to maintaining the status quo or simply “giving orders.” In reality, managing effectively requires its own strategic and interpersonal skills to foster a positive culture, resolve conflicts, and drive consistent performance.

To see how essential management is, consider this: behind every renowned leader is a group of managers who ensure that everything runs smoothly. In a military context, while a general might set the overarching strategy, it’s the managers who make sure the troops are in the right place at the right time, adequately trained, and ready for action. It’s the same in business. A great leader can’t succeed without strong managers who keep teams aligned, supported, and equipped to execute the vision.

These “invisible” managers work behind the scenes, coaching, planning, and handling conflicts—essentially doing the hard work that keeps an organisation moving forward. Often, they receive little credit, as leaders tend to receive the accolades. But great leaders understand the value of strong managers and actively seek them out because they know that without skilled managers, even the best strategy will falter.

Management as a Profession

Management is a profession, and it deserves to be recognised as one. Just like any other profession, it requires training, practice, and respect. Managers need to study the art and science of leadership, honing their skills in communication, conflict resolution, and team development. When we fail to provide aspiring managers with this foundation, we set them up to struggle—and we put their teams, and sometimes entire organisations, at risk.

Training managers not only benefits individuals but strengthens entire organisations, driving consistent, sustainable success. The time has come to treat management as the profession it is, ensuring that those who are entrusted with leading teams have the skills and support they need to thrive.

It’s time to end the era of accidental managers and recognise that management, like any other profession that touches people’s lives, should be taken seriously and approached with the same rigour and respect.