ATA Search
The alarming statistic that up to 60% of new managers fail within their first twelve months on the job in the UK has sparked concern across industries. This high failure rate highlights systemic issues in how businesses prepare and support employees transitioning into management roles. Here’s a closer look at the primary reasons behind this widespread challenge
1. Lack of Adequate Training and Preparation
One of the most significant factors contributing to the high failure rate is the lack of proper management training. A study by the Chartered Management Institute (CMI) found that 82% of managers in the UK enter their roles without any formal management and leadership training(CMI).
These "accidental managers" often struggle because they are promoted based on their technical skills or performance in previous roles, rather than their ability to lead a team. Without the necessary training, they find it difficult to navigate the complexities of managing people, projects, and processes effectively.
2. Overwhelming Pressure and Expectations
New managers often face a steep learning curve, with little room for error. The transition from individual contributor to manager comes with a significant increase in responsibilities, including decision-making, conflict resolution, and team leadership. Many new managers are not prepared for the intense pressure to perform from day one. The lack of a structured support system exacerbates this issue, leading to burnout and, ultimately, failure. The pressure to deliver immediate results, combined with inadequate support, creates a perfect storm where new managers are set up to fail (International Business Times UK).
3. Poor Cultural Fit and Integration
A significant reason for managerial failure is the inability to establish a good cultural fit within the organisation. New managers often struggle to assimilate into the existing corporate culture, especially when they are brought in from outside the organisation. A lack of understanding of the company’s values, norms, and unwritten rules can lead to misalignment with team members and peers. This misalignment can quickly erode trust and hinder a manager's ability to build effective working relationships, which are crucial for success (ProventusHR).
4. Inadequate Support Systems
New managers often lack access to mentors, coaches, or peer support systems that could guide them through the transition. Many organisations fail to provide ongoing support beyond the initial promotion. Without guidance, new managers may feel isolated and uncertain about how to handle the various challenges that arise in their role. This lack of support often leads to feelings of inadequacy, stress, and eventually, failure (International Business Times UK).
5. Challenges in Managing People
Transitioning into a management role requires a shift from focusing on personal achievements to enabling the success of others. New managers often struggle with this shift, particularly in managing diverse teams with different personalities, motivations, and work styles. The inability to effectively communicate, delegate, and resolve conflicts can lead to a breakdown in team dynamics. Moreover, new managers may find it challenging to assert authority without coming across as either too harsh or too lenient, further complicating their ability to lead (International Business Times UK).
6. Inflexible Organisational Structures
Many organisations have rigid structures that do not accommodate the learning and development needs of new managers. The expectation that new managers will seamlessly step into their roles without the need for tailored development plans or flexible support mechanisms is unrealistic. This inflexibility prevents new managers from experimenting with different leadership styles or approaches, which is essential for their growth and success (CMI).
Conclusion
The high failure rate of new managers within the first twelve months is a clear indication that organisations need to rethink how they approach leadership transitions. To reduce this failure rate, companies must invest in comprehensive training programs, provide robust support systems, and create a culture that encourages continuous learning and development. By doing so, they can ensure that new managers are not only set up to succeed but are also empowered to lead their teams effectively, contributing to the overall success of the organisation.
At ATA Search, we have seen first-hand the benefits of exploring external management training, such as ILM Level 5, combined with Thomas behavioural assessments to understand the unique qualities our management team possess.
To gain a deeper understanding of your management team and the steps you need to take to smooth leadership transitions, speak to our specialist consultants by completing the form below.
Subscribe to Our Blog