Why aren’t we doing more to manage our managers?

No organisation would hire an unqualified pilot, surgeon or engineer, so why hire unqualified managers? Despite about 8.4 million people working as managers from a UK working population of 33 million, 82 per cent are “accidental managers” who do not have any formal training when promoted into their role.
The result? Several high-profile corporations have been rocked by management scandals, and recent research from the Chartered Management Institute claims one in three people have left jobs due to toxic work cultures.
Tellingly, fewer than a third of UK managerial jobs ask for management skills as a requirement, below the G7 average of 35 per cent and far lower the US level of 41 per cent.
“Too often, individuals are promoted based purely on technical skills, without consideration of the broader management and leadership attributes that are essential for success — qualities such as empathy, communication and the ability to inspire others,” Anthony Painter, director of policy at the CMI, explains.
“This narrow focus on operational expertise leads to failures that not only harm employees and organisations but undermine the performance of the entire UK economy.”
Poor managers have a deep impact on employees, including motivation, job satisfaction and the likelihood of leaving their job. Studies show that staff who rate their manager as “ineffective” are more than twice as likely to quit in the next 12 months. Conversely, trained managers are significantly more likely to call out bad behaviour or report wrongdoing.
However, only 27 per cent of UK workers describe their managers as highly effective. So what can be done to address the issue?
Friday is World Manager Day, with a global emphasis on professionalising management training. If the UK began to close the gap to match Germany over the next ten years, experts suggest the cumulative gains in improved productivity would be valued at £76 billion.
In the UK, the current gold standard is “chartered management status”, which involves a rigorous programme of continual professional development alongside assessment by the CMI. Available in three programmes including fast-track and apprenticeships, the qualification develops key management skills and ensures managers are fully equipped to deal with the demands of modern workplaces.
The approach is backed by leaders in the field, including Thomas Roulet, professor of organisational sociology and leadership at Cambridge Judge Business School.
“People often think management is something that is learnt by doing,” he said. “For sure there are some aspects of leadership that are learnt in the field by experiencing management. But there is also a lot of research and skill development to help people address managerial situations.”
The number of chartered managers has grown 186 per cent since 2019 and there are now 20,000 chartered managers nationally compared with just 7,000 in 2019.
Training could also help social mobility, as currently 57 per cent of managers from lower socioeconomic backgrounds do not have management and leadership qualifications, compared with 48 per cent from higher socioeconomic backgrounds.
Nevertheless, much more needs to be done to “manage the managers”. Painter concludes: “As the UK battles stagnant productivity, we simply cannot afford the inefficiencies caused by untrained managers.
“This is not just a path to stronger organisations, it’s a route to a more vibrant economy, revitalised public services and a more inclusive, healthy society led by skilled, capable managers who drive real, lasting change.”
Becoming a more effective manager takes reflection and resilience. Here are the Chartered Management Institute’s key tips.
• Investing in your development is essential for effective leadership. This investment not only benefits you, but also drives better outcomes for your team and organisation.• Guide, don’t micromanage. Focus on coaching and allowing your team the space to learn from their mistakes. Foster an environment of growth, resilience and long-term success.• Hire diverse, not similar people. Surround yourself with people who excel where you don’t, and your team will be better for it.• Prioritise results, not hours in the office. Flexible working isn’t just a perk employees desire; it’s a smart business strategy. Ultimately, what matters is delivering results, not simply clocking in hours.• Address toxic behaviour head-on. Tolerating toxic behaviour is a surefire way to erode trust and undermine your organisation’s culture. As a leader you must address these behaviours directly. By taking swift action, you send a clear message that your organisation’s values aren’t just lip service —they’re the principles that guide everything you do.• Shift from giving feedback to actively seeking it. By asking for feedback you build trust and gain insights into your own blind spots and how your actions impact others.
John Dodd is director of maritime safety at Inmarsat, the global satellite communications company, and recently undertook the Henley Business School’s senior level 7 advanced strategic management and leadership apprenticeship.
Dodd spent 13 years in the British Army as a telecommunications operator telegraphist and wanted to align his management knowledge to civilian life.
He said: “I would describe the training as transformational. It’s easy to think you are the best leader of people and business practices. However, you can only be the best at what you know. The Henley MBA and CMI learning opened up new ideas, concepts and tools that provided a strong foundation to progress my management and leadership skills and way of thinking. The overall experience really was an awakening experience.
“Management training does not only progress the individual, or those within their organisation they engage with, but it has a far-reaching impact on business, strategy, development and culture.”
Could the value of degrees be falling for employers? New research shows that while 61 per cent of UK employers say they look for degrees when screening candidates, only 5 per cent of job postings explicitly mention a degree requirement.
Additionally, 52 per cent of sectors have lower degree requirements than six years ago. Jack Kennedy, senior UK economist at Indeed, said: “This demonstrates a shift away from measuring a candidate’s suitability for a role purely based on their educational qualifications.”
Up to one in five vacancies posted on recruitment platforms could be “ghost jobs”, research from he hiring platform Greenhouse claims. A ghost job is one where an organisation posts a position but does not interact with candidates or hire for the job. A spokesman said: “Advertised roles often reflect a real position, but recruiters may not respond to all applicants. Companies post roles externally even though they want to prioritise internal candidates and referrals.”
Almost half of UK workers fear they have missed out on better career opportunities due to being too hesitant to leave their current role. Top reasons for not changing positions include sacrificing work-life balance and getting to grips with new processes in a different firm.
Doug Rode, managing director at the recruiter Michael Page, which commissioned the research, said: “Nervousness around changing jobs is understandable, but don’t let it hold you back from career growth, higher salaries and more fulfilling job experiences.”
Work is the third-biggest cause of stress for UK employees, after lack of sleep and money worries. The study from the HR software provider Ciphr shows 70 per cent of employees have at least one work-related issue that impacts their stress levels, including workload pressures and inflexible working hours. Ciphr’s Claire Williams said: “One finding that stands out for me is how one in nine employees feel stressed every single day.”
Guys and St Thomas’ NHS Foundation Trust is seeking two non-executive directors. With more than 23,000 staff and serving almost three million patient contacts every year, it is one of the largest and busiest trusts nationally and has a world-leading reputation for healthcare research and technological innovation. This includes the very latest developments in imaging, surgical robotics and artificial intelligence.
There is a vacancy for one non-executive director with experience in technology and digital transformation, and another with experience in strategic workforce planning and talent development.
Candidates should be exceptional individuals with a track record of driving transformational change in their respective area, with the ability to challenge established ways of thinking and practices in order to ensure the trust is delivering first-class services.
Experience of effective leadership working alongside a wide and complex range of internal and external stakeholders, and a demonstrable commitment to the trust’s values, will be essential.
Applicants who reflect the diversity of the communities served by the trust will be especially welcomed.
Applications should be received by midday on Monday, September 30.
Apply at appointmentsthetimes.com