What type of leader are you promoting?

Imagine this: your top-performing sales rep is smashing targets, impressing clients and always first to volunteer. Naturally, you promote them to sales manager. Six months later, their team is disengaged, turnover is up and performance is slipping. What went wrong?

This is the story of the accidental manager – a well-intentioned promotion gone sideways. And it’s happening in organisations across the UK every day.

The cost of accidental managers

Accidental managers are individuals promoted into leadership roles without the training, support, or mindset to manage people effectively. They’re often chosen for their technical skills or tenure, not their ability to lead. And the consequences are costly.

As we have previously reported, 82% of UK managers are accidental according to the Chartered Management Institute (CMI). These are people who have been promoted without formal training in people management. The consequences? Poor team morale, high turnover, and underperformance. In fact, only one in five line managers are rated highly by their teams.

The Bad Boss Index research from BambooHR reinforces this reality. Over half of employees say their boss influenced their decision to leave a previous job. More than half fear retaliation if they speak up about poor management. Employees report feeling micromanaged, disrespected and unsupported – all of which erode trust and productivity.

These aren’t just HR issues. They’re business-critical problems. Toxic leadership costs companies in recruitment, lost productivity and reputational damage.

Why do we keep promoting the wrong people?

The root of the problem lies in how we define leadership potential. Too often, we equate high performance in a role with readiness to lead others. But the skills that make someone a great individual contributor are different from those needed to manage, coach and inspire a team.

Leadership is not innate. It’s a learned skill – one that requires training, feedback and ongoing development. Yet many organisations still operate under the assumption that people will “figure it out” once they’re in the role.

As Anne Francke, CEO of the CMI, puts it: “Being a good manager is about training and practice. A natural runner may have a talent for running, but they won’t win a race or complete a marathon without practice and training. The same is true for a good manager.”

This sink-or-swim approach sets new managers up to fail. It also sends a message to the rest of the organisation: we value output over people.

Coaching skills: the antidote to accidental management

So how do we fix it? One of the most effective ways is to equip managers with coaching skills.

Coaching is not about having all the answers. It’s about creating the conditions for others to find their own. A coaching-style leader:

• Asks open, curious questions
• Listens without interrupting or judging
• Encourages reflection and ownership
• Provides feedback that is timely, specific, and constructive

For example, instead of saying, “You need to improve your time management,” a coaching-style manager might ask, “What’s getting in the way of meeting your deadlines, and how can I support you?”

This approach builds trust, accountability and resilience. It also helps managers shift from being problem-solvers to people-developers – a critical mindset shift for sustainable leadership.

As Karen Smart, head of consultancy at AoEC, explains: “Coaching skills can equip accidental managers with the tools and mindset to build their confidence. Coaching fosters self-awareness and self-confidence, which allows them to feel more in control of their roles. It also enhances communication and helps resolve conflict – all essential for creating a harmonious working environment.”

What good leadership looks like

The Bad Boss Index also highlights what employees value in a manager:

• Trust and autonomy
• Clear, respectful communication
• Recognition and support
• Fairness and consistency

These behaviours don’t happen by accident. They’re the result of intentional development and support. When organisations invest in leadership training – especially coaching skills – they create a culture where people feel seen, heard and valued.

A call to action for employers

If you’re responsible for promoting managers in your organisation, it’s time to take a hard look at your process. Ask yourself:

• Are we promoting based on leadership potential or past performance?
• Do we provide structured onboarding and training for new managers?
• Are we holding leaders accountable for how they manage people, not just what they deliver?

Leadership is too important to leave to chance. The people you promote today will shape the culture, performance and retention of your organisation tomorrow.

So, the next time you’re about to promote someone, pause and ask: What type of leader are you promoting?

Illustration by Public domain vectors on Unsplash