Innovation CentralFollowing the recession in 2008, there was a notable increase in the number of individuals who may be considered accidental leaders. ‘Accidental leader’ is a term to describe individuals who find themselves in leadership positions unexpectedly, without necessarily having planned for or sought out the role. Frequently, these are people with excellent subject matter expertise and are exceptional individual contributors who added a great deal of value to organisations when faced with challenging times but may have been promoted to a level of leadership incompetence as an outcome. So then, what do you do with your accidental leaders?
- Provide suitable development: One of the main risks associated with accidental leaders is a lack of experience or development in the skills and behaviours associated with effective leadership. Without suitable development, individuals will likely struggle to effectively lead their teams, make critical decisions, or manage complex situations. Consequently, this can lead to ineffective or inefficient leadership, which can negatively impact team morale, productivity, and performance.
- Coaching: Another inherent challenge with accidental leaders is the resultant lack of confidence or imposter syndrome. Frequently, accidental leaders may feel unprepared or unqualified for their roles, undermining their confidence and making it difficult for them to prosper in their roles. Organisations can help people overcome this by providing appropriate wraparound support. Assigning them to a coach, mentor, or peer can be a cost-effective solution to provide them with the structure and safety to grow their confidence and challenge their perceptions of their capabilities.
- Feedback and recognition: Regular feedback is good for everyone; it should be a fundamental target for your organisation to focus on colleagues providing feedback to each other. Feedback for those who are struggling with confidence is critical. You are enabling them to focus on fact and not perception. If you are timely with your feedback input, you will also address potential issues before they grow. Recognition can also help to reinforce their sense of belonging and value within the organisation.
- Be kind and consistent: That may sound idealistic, but being kind and consistent does not mean overlooking consistent underperformance. It means being brave and offering support but also facing the worst-case conversations. Try and reflect on every new job you have ever started. Unless you are deeply narcissistic, you will be able to connect to that sense of ‘feeling out of your depth’—now imagine how that must feel daily. Awful. So, show some leadership and compassion; it’s far easier than the alternative.
Accidental leaders can bring valuable skills and qualities to their roles. As mentioned, they are often subject matter/technical experts. Organisations must avoid abdicating their responsibilities, they must step up and provide support and development to help them effectively navigate their unique challenges. With the proper support and resources, accidental leaders can be successful in their roles and contribute to the success of their teams and organisations.