by Astrid Davies | 21 Oct 2024 | Leadership Matters, Profiling
I don’t know about you, but it really feels like people are shouting “The Accidentals are here!” when I read articles about leadership development at the moment. Suddenly, we’re all talking about accidental leaders as if it’s a new phenomenon. I hate to be a killjoy, but it’s really not new at all. I am sure we have all tripped over managers who have found themselves in positions of authority with little or no preparation. These individuals have often been technical specialists who excel in their specific professional discipline. Sadly they have then been promoted to leadership roles, with minimal support to succeed.
Accidental leaders are typically promoted due to their technical expertise or tenure, not because of their proven leadership abilities. However, leadership requires a different, complex and diverse set of skills. These include emotional intelligence, communication, and the ability to inspire and manage others. Thankfully, the current increased awareness of the “accidental leader” phenomenon is shedding light on the challenges these leaders face and the impact on organisational performance when they are not given adequate support.
Understanding an Accidental Leader
An accidental leader is someone who has excelled in their professional discipline but lacks formal training or experience in leadership, people management, or strategy. These individuals often find themselves in leadership roles despite the fact they are naturally equipped to lead,. It’s much more often purely because leadership is seen as the next logical step in their career path.
This situation is often compounded by a leadership structure filled with other “accidentals” who have held their positions for so long that their authority is no longer questioned. Promotions follow the outdated belief that success in one area automatically translates into success in another—a myth many organisations are now beginning to challenge.
The assumption that high-performing individual contributors can seamlessly transition into leadership is flawed. While technical expertise is important, leadership requires a balance of hard skills and “people” skills, which are essential for effective team management and long-term organisational success.
The Unintended Consequences of Promoting Accidental Leaders
Accidental leadership can have significant implications, both for the individuals themselves and the organisations they lead. Some of the common challenges include:
1. Lack of People Management Skills
This is The Big One. The most critical challenge accidental leaders face is their lack of people management skills. Leadership is not just about setting technical direction;. It’s also about motivating, managing, and leading people. Many accidental leaders struggle with interpersonal and relational skills, such as conflict resolution, providing constructive feedback, and fostering a positive team culture. These difficulties often lead to disconnection, frustration, and resentment within the team. In addition, the accidental leader can feel just as demoralised.
2. Micromanagement
Accidental leaders frequently find it difficult to relinquish control over the technical aspects of their work. This in turn means they can struggle to embrace the broader strategic responsibilities of leadership. Their deep expertise makes them prone to micromanagement, as they try to oversee every detail to maintain the high standards they are used to. This can result in frustrated employees who feel micromanaged and undervalued. Here again the accidental leader may also suffer, due to a lack of confidence in their ability to lead. It becomes a self-fulfilling prophecy, where lack of trust in others exacerbates their own sense of inadequacy.
3. Lack of Vision and Strategic Thinking
Accidental leaders, due to their technical focus, often struggle with strategic thinking. They are used to solving specific problems,. Leadership, on the other hand, requires them to also consider the organisation’s long-term direction and broader goals. This lack of vision can hinder development, innovation, and anorganisation’s ability to adapt to change. This in turn may frustrate employees, especially those with strong strategic instincts. This is because of the accidental leader’s iperceived nability to steer the team effectively toward long-term objectives.
4. Burnout and Stress
Leadership brings stress for anyone. For accidental leaders who do not feel ready, the pressure can be overwhelming. Many experience imposter syndrome or heightened anxiety as they struggle with the demands of their role. This stress can affect their well-being. It is also likely to have a ripple effect on team morale and overall performance.
The Organisational Impact of Accidental Leadership
Accidental leaders can have a profound impact on an organisation. Poor leadership often results in disengaged employees, high turnover, decreased productivity. It can also cause reputational damage. An organisation known for weak or ineffective leadership will find it difficult to attract and retain top talent.
When employees perceive their leaders as unqualified or unsupportive, they are more likely to disengage. Accidental leaders who fail to connect with their teams or provide clear direction can inadvertently create toxic work environments. In turn this drives away the most talented and motivated employees. This is particularly true when high-performing staff have accessed leadership development opportunities elsewhere and expect strong leadership.
Furthermore, accidental leaders’ lack of strategic thinking can cause businesses to stagnate. Without a clear long-term vision, companies miss out on opportunities for innovation, and competitive advantage. Over time, this weakens their market position and reduces their ability to respond to evolving industry trends.
How to Support and Develop Accidental Leaders
As more people recognise the phenomenon of accidental leadership, organisations are beginning to realise the importance of supporting their leaders. Regardless of their natural leadership aptitude, managers need adequate support to help them succeed in their new roles. Here are three key strategies to develop accidental leaders and mitigate the risks:
1. Provide Leadership Training and Development
The most effective way to help accidental leaders succeed is through leadership training and development. These programmes should focus on developing essential people-management skills, including communication, conflict resolution, and emotional intelligence. Additionally, coaching, mentoring, and work-shadowing opportunities should be integrated into these programmes. It’s essential that programmes include new leaders automatically in such initiatives as part of their development. This way, organisations can assess their abilities early on and tailor support to bolster their leadership skills from the outset.
2. Foster a Collaborative Leadership Culture
Creating a collaborative leadership culture helps accidental leaders develop their strategic thinking and teamwork skills. Encouraging cross-functional collaboration, open communication, and a supportive environment allows accidental leaders to feel more confident and supported. This culture helps accidental leaders move beyond their technical focus/. Developing a broader vision allows them to learn from their peers and more experienced leaders. Organisations that encourage a collaborative culture are more likely to create a supportive atmosphere where accidental leaders can thrive, rather than struggle in either hubris or embarrassed isolation.
3. Promote Self-Reflection and Feedback
Self-awareness is key to growth in leadership roles. Accidental leaders should be encouraged to engage in regular self-reflection and seek feedback from their peers and subordinates. This practice can help them identify areas for improvement and refine their leadership style. Implementing 360-degree feedback programmes provides a comprehensive view of a leader’s strengths and areas for development. Such programmes allow accidental leaders to gain insights into how their actions are perceived by others, helping them adjust their approach and develop stronger leadership capabilities.
The rise of accidental leaders presents both a challenge and an opportunity for organisations. By acknowledging the phenomenon and implementing strategies to support these individuals, companies can transform accidental leaders into intentional, effective leaders. Here are my key recommendations to achieve this:
- Comprehensive Leadership Training**: Provide new leaders with targeted development opportunities, including practical leadership training, mentoring, and coaching.
- Collaborative Culture**: Foster a culture that encourages collaboration and open communication among leaders at all levels, allowing accidental leaders to learn and grow.
- Self-Reflection and Feedback**: Encourage regular self-reflection and implement 360-degree feedback systems to help accidental leaders build self-awareness and adapt their leadership style.
With the right support and training, organisations can ensure their accidental leaders evolve into strong, confident leaders who drive long-term success for the business.
If you have read this and it’s dawning on you that you have some “accidentals” in your organisation (or you may even be one yourself), please get in touch. With my support, you can get plans in place to raise everyone’s skillset across your organisation, so you can all thrive in work. Now THAT is something well worth shouting about!
by Astrid Davies | 14 Jun 2023 | Leadership Matters, Profiling
In a previous blog I wrote about how my company was changing. Well, here’s the promised evolution update.
And it is only a small update, not the finished report. Changing a small company can be fast, when you have staff or use third parties. Changing a small company when you are a solopreneur is a much, much slower process. It is slow for a lot of reasons. In truth, a main reason is lack of time to give the change the headspace it has really needed. It’s also slow because of the options that are open to me. In fact, there is a wealth of options for the future direction of my company. There are actually so many it has been hard to pin down my choices.
However, another reason it has been slow, and more painful than I had bargained-for, is that I am looking to change something that has served me well for seven years. It has been a part of me and, of course, I have been pretty much all of it. That’s always the way with owner-managed businesses which feature the owner as the service lead.
So, what is this evolution update?
I have refocused my core offer. Specifically, I received some helpful feedback about my website. “What do you DO, Astrid?”. When you have taken an age doing and redoing your website, that’s a tough question to be asked. As a result, I looked yet again at the website, and at how I help my clients. By talking it through with people close to me, I have been able to focus down what I do. More than that, I have been able to articulate it a bit more clearly (at least, I think I have – you will have to be the judge of my success or otherwise!). At least, I have been able to analyse what I do and simplify it into clear products and stages.
I told you it was small!
As a matter of fact, it’s really only the website that has changed. Nevertheless, I am reporting back, as my accountability task. The actual services I offer remain the same. The important difference (I hope) is that the emphasis is no longer on a menu of services, but on the problem I am seeking to solve with those services.
Oddly, for a coach, this has been quite hard. It has been hard, because I am in the moment with the clients. It is only after I have helped them achieve the solution they want, that I reflect back and analyse in detail, HOW I did what I did. So, to unpick this and understand it “up front”, has been a challenge. A challenge, however, that I have enjoyed. It hasn’t been hard in any painful sense. It has simply been difficult because it has been new. As with all new things, it is taking a while for it to become comfortable.
And that is where I am right now – wearing in a new way of thinking about my company and my delivery. A bit like new shoes, but without the blisters!
And what will the next evolution update entail?
In truth, I have no idea – yet. I will let this new, “productised”, approach to my company sit and settle for a while. It may not make a blind bit of difference (although I really hope that is not the case!). I am a very straightforward consultant, as my testimonials make clear time and again. That is why I have adopted a straightforward approach to my services – there’s the simplified three-step process for consultancy, and a range of services which are now for sale directly. We shall see where this takes my company. And you can be sure I will report back, when I know more.
If you are interested in finding out more about the services, please go to the “How we help you” tab in the menu above, and hopefully it will all be clear. Hopefully, you will also feel you understand the value of how I could help your organisation. You might even buy something!
by Astrid Davies | 17 Mar 2023 | Leadership Matters, Profiling
Perfectionism is a common trait among leaders. It’s the near-uncontrollable drive to achieve excellence in everything we do. However, when taken to the extreme, perfectionism can become a real problem, rather than an asset. In fact, it can wreck careers, relationships and even lives. The poor head teacher who took her own life earlier this year in response to what appears a partial and ill-expressed Ofsted review of her school is a tragic example of how perfectionism can really damage us.
In January 2023 I led two workshops on this topic at the Academy of Women’s Leadership conference in London. To be honest, I chose the topic because many of my clients struggle with perfectionism – and so do I!
“Hello, my name is Astrid, I am 57 and I am a recovering workaholic perfectionist”.
I get the challenges. I really do.
We were able to have a great discussion in both sessions, where I shared some simple hints and hacks to shift the perfectionist mindset and allow in a little self-tolerance, or “self-tenderness” as one of my lovely audience termed it. I love that!
To explain a little about this, I thought I would share three simple ways to tackle perfectionism and find ways you can accept things being OK as a leader. Here they are (but remember, they are just the tip of the iceberg):
- Recognize that perfection is unattainable. The first step in overcoming perfectionism is to recognize that it’s an unrealistic goal. You’re not a unicorn. No one is perfect. In fact, constant striving for perfection leads to stress and burnout. Instead of aiming for perfection, focus on doing your best and being proud of what you achieve. It will be enough.
- Set realistic standards. We perfectionists often set impossibly high standards for ourselves. That often means we set them for others too. In turn, this can lead to frustration and disappointment when those standards aren’t met. Instead of setting unattainable goals, set realistic standards that challenge you but are still achievable.
- Learn to let go. As you probably recognise, perfectionists often have a hard time letting go. Undeniably, ceding control and delegating tasks to others is a challenge. Nevertheless, as a leader it’s important to trust your team and delegate responsibilities. This not only helps you avoid burnout but also empowers your team members to grow and develop their skills.
So, we can see there are actually some pretty simple ways to find balance as leaders and avoid the pitfalls of perfectionism. By recognizing that perfection is actually unattainable, setting realistic standards, and learning to let go, you can achieve success while maintaining your well-being. No-one will think less of you if you let them know you’re not a unicorn after all.
Remember: your idea of OK is most other people’s idea of perfection. OK really is OK.
If this has struck a chord with you and you would like to know more about my work in this area, please get in touch and let’s have a chat about how I could help you and your team.
Image courtesy of Unsplash.
by Astrid Davies | 3 Aug 2021 | Leadership Matters, Profiling
How well do you know yourself? We all like to think we know ourselves really well. We might also know a lot of our own strengths, foibles and development areas.
That might not actually be true. And that’s hard for some of us to face … others might actually know us better than we know ourselves.
Sometimes it might be our family – the ones we love (and who have to put up with the most from us!). Maybe it’s our friends – the ones we turn to for support and a good laugh. On other occasions, it might be our colleagues and co-workers. They probably actually see us for longer each day than our friends and family! That’s something to think about.
When you’re spending so much time with people, you’re bound to get on one another’s nerves from time to time. In fact, you may find that one of your co-workers “always” does something you’d rather they didn’t. What you may not know is that they may well think that you “always” do something irritating too. There are some uncomfortable truths that lurk beneath the surface in most workplaces. Those truths may just be perceptions. Perceptions can lay the foundation for misunderstandings. And if there’s misunderstandings, there may be miscommunication. Poor workplace communication is often at the root of low morale, poor motivation and ultimately poor productivity.
There is another way
To know yourself, and to know others around you, you could ask the people around you what they think of how you behave. They may well want the best for you and therefore be helpful with their feedback. They may also feel awkward about giving you feedback about things you do that you ought to either do better, do less, or indeed stop altogether!
Asking people what they think of you is a high-wire act, for you and them. It can put a toll on friendships in and out of work. It can also prey on your mind, if they give you things to think about but you don’t quite understand what they meant, or how it might affect them. And if it affects them in that way, does that mean EVERYONE around you thinks this? That could be really wonderful – or really awful, depending on the feedback.
There is a better way to know yourself.
How would it be if you could ask for objective feedback in a way that is anonymous, easy to do, and which explains the implications of the feedback to you. Sounds good, right? Well, that means you might like to consider taking a behavioural profile assessment.
There are a wide range out there on the market, but most of them focus on psychology-based descriptions of tendencies, preferences or “styles” as they are often known. Most are structured as some form of online questionnaire.
After the online questionnaire is completed, you should receive a report, generated by highly complex algorithms to match your answers against the preferences, tendencies or “styles” of the particular profiling tool you’re using. This report will give you feedback on how you are likely to behave in given situations. The report is likely to give you feedback on how others might see you, particularly if they have a different “style” from yours. What’s more, the report can give you priceless new insights into how you do what you do, and why others react to you as they do.
Following on from this, you might well think that, if everyone in your team had this profile, the level of mutual understanding and clarity of communication would skyrocket. And you might well be right. How might this be?
Well, for one thing, everyone having the same profiling assessment applied to them would give you all a common language with which to describe one another’s actions and behaviours. In addition, you would all have reports which offer an independent, objective lens through which to view yourselves. Finally, you would all have a way to understand the impact of your actions on one another.
The assessments I use
I use a range of profiling assessments. In other blogs I have explained why I use a needs analysis tool to improve team communication. However, sometimes, it is people’s personal style which is the stumbling block. That’s where I use:
These products are all different, highlighting different aspects of a person’s behaviours in work. Some focus on leadership specifically, some focus on key interactions. All of them are strengths-based, highlighting where people are strongest or more intense in their preferences, tendencies or “styles”.
Specifically, what questions would these products help you to answer? Well, they would help you understand or confirm your key strengths. That is always helpful, so you know how and when to deploy your resources to the best effect. No one has time to volunteer to do everything, including things they’re not great at doing, so maybe take this opportunity to focus your skillset on what you do best?
Next, these profiles could help you understand why you find some people easier to get along with in the workplace. Normally, there will be some who feel really on your “wavelength”. There will be some who make you wonder if you are speaking a foreign language when speaking to them, because they either don’t understand you or take offence at things that you simply don’t get.
There are lots of biases at play in the workplace (and in all human relationships); affinity bias is the source of the “he’s one of us” mentality that results in firms recruiting people in the image of the recruiter. This lack of diversity stifles innovation and, ultimately, productivity. So to avoid the inevitable biases at play in your workplace, using an objective assessment of people’s preferences and behaviours is a great way to introduce different points of view, whilst keeping a shared language in play all the while. It’s easy, cost-effective (particularly when compared with the cost of replacing disaffected leavers) and it really works. If it didn’t, I wouldn’t use profiling in my practice.
If you want to find out more …
Please get in touch. We can have a chat so you can explain precisely what your challenge is with your team (or maybe yourself). I can then offer you the profiling assessment which would best meet your needs in my professional opinion. You can access sample reports to get a feel for what you would be finding out. And you can be sure that nothing will be sold “at” you – everything my company provides to clients is necessary and appropriate.
I look forward to explaining all about these great leadership tools to you soon.
Image courtesy of Canva.
