Are you familiar with the emerging concept of “accidental manager”? These newly promoted individuals who haven’t been trained for their new responsibilities represent a significant portion of managers… and a considerable risk for organizations. Let’s break it down.
The Anglo-Saxon world proves endlessly creative when it comes to creating new concepts in HR marketing. After quiet quitting or conscious quitting, coffee badging, or “JOMO,” here come… “accidental managers.”
In this case, it refers to someone who gains managerial responsibilities without training or support, somewhat by accident. How can one suddenly find themselves propelled into a management position? An unexpected internal promotion, the sudden departure of a superior, team restructuring, or recognition of technical expertise.
This term comes from the British firm Chartered Management Institute (CMI), which estimated in 2023 that… 82% of new managers in the country fell into this definition!
“We’re seeing a proliferation in the UK of untrained managers who are promoted simply because they are well-liked, competent in their work, or happen to be available to take on responsibilities – these are ‘accidental managers,'” writes the HR consultancy.
According to the YouGov survey (of 4,500 employees and managers) that served as the basis for the concept, half of these accidental managers were promoted for the wrong reasons, i.e., thanks to their internal relationships rather than their skills and performance.
Impostor Syndrome
A recent survey conducted in France among 600 managers by Robert Walters confirms this reality. 57% of them didn’t feel supported when taking up their position, and more than a third (35%) received no training. Yet 7 out of 10 respondents requested training at least once to perform their new function!
A “poisoned gift,” according to Coralie Rachet, director at Robert Walters, who sees this as a hidden cost for companies: the loss of motivation and performance of these individuals. Not to mention the impact on their team members. 14% of the managers surveyed experienced impostor syndrome during their promotion. This figure rises to 26% among women!
Consequence: according to a Gartner study conducted last year, one in five managers “would prefer not to be a manager if given the choice”!
From Expert to Beginner
“Management is a skill, not a promotion,” reminds philosopher Julia de Funès.
Accustomed to excelling in their area of expertise, these new managers must suddenly develop completely different relational, organizational, and strategic skills. Conflict management, meeting facilitation, performance evaluation, and difficult decision-making become their daily routine without prior preparation.
The result is a loss of professional identity, moving from the status of recognized expert to beginner in a new area of competence.
Paradoxically, the accidental manager also possesses unique advantages. Their deep knowledge of the field and operational realities gives them undeniable technical credibility. They understand the daily constraints of their teams and can quickly identify organizational dysfunctions.
Nevertheless, this phenomenon is set to intensify in a job market where professional mobility is increasing and where professions are evolving ever more rapidly. The challenge therefore lies in supporting these career transitions through training but also mentoring or coaching to transform these “accidents” into managerial successes.
training.isarta.com 
