Volume XXIII, Number 2 (Issue 1111) | January 13, 2025
The Toll of the Accidental Leader
Does your organization have any accidental leaders? For clarification, an “accidental” leader is someone who is not remotely prepared for the role and opportunity they are given. Sometimes that happens when a hiring mistake is made filling a mid or higher-level position. Resumes and interviews can be deceiving. Mistakes of that type cost time and money if nothing else. Other times, it occurs when an individual is ill-prepared for the next level at the time of their promotion. Finally, there are the situations when the promotion involves a cross-departmental move, and the technical or other aspects of the role (the learning curve) prove too daunting.
If you are thinking the reference to someone who is poorly prepared at promotion time is most often connected with that initial supervisory opportunity, you would be spot on. After all, the move from capable doer/technician to first time supervisor is fraught with challenges. Rare is the time when someone is truly ready for that change. Typically, an individual’s performance gets them noticed; but do technical skills and a can-do attitude ensure they are prepared to lead/manage others? Nor should we overlook the challenge that accompanies the radical shift from peer to boss. I know from both personal experience as well as watching and coaching others that such a move can be overwhelming. Impediments like these do not suggest the newly promoted believe they are undeserving. A sense of power can lead to ruin. Thus, the realization of just how ill-prepared they are usually occurs after they have spent a few weeks in their new role which is about the same time the imposter syndrome sets in.
Then there are the promotions that fail to work out because the incumbent, or more precisely, the organization, has done little to emphasize the need to identify and prepare one or more successors for the role. Any time an organization misses the opportunity to build bench strength by investing in its people, it is asking for trouble. As the saying goes, those who fail to plan are planning to fail. That definitely includes succession planning.
The consequence of the accidental leader, apart from ineffective leadership at various levels, can include confusion, poor morale, frustrated employees, increased turnover, and countless opportunities lost. Bottom line, it is all about having the right people in the right job. That goes double when it comes to having leaders who are well suited for their role. Do not be guilty of being the organization that allows accidental leaders to hurt your performance.
Soli Deo Gloria
Not many of you should become teachers, my fellow believers, because you know that we who teach will be judged more strictly. James 3:1
J. Keith Hughey
Mobile: (210)260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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