Breaking the Cycle of Bad Management

As HR professionals, we know that effective management can make or break anorganisation. Yet research shows the majority of UK managers step into their roles without any formal training. This has created what many call a generation of “accidental managers” – individuals promoted based on technical skill rather than leadership ability. 

A recent CMI study found that 82% of new managers had never received management or leadership training. Those who had received such training were more likely to challenge poor behaviour and raise concerns, showing just how critical structured development can be.

This raises a significant issue for employers: untrained managers often copy the behaviours of their predecessors, even when those behaviours are unhelpful or harmful. Left unchecked, this perpetuates a cycle of poor management that undermines culture, equality and performance, which can expose the organisation to risk of employment claims against them.

Why Poor Management Becomes Cyclical 

Without guidance, many new managers simply “follow suit,” replicating how they were managed. If their own leaders lacked training, the result is a chain reaction where ineffective practices are normalised and passed down.

The problem is amplified by today’s diverse workforce. With greater variation in age, gender, ethnicity, background and neurodiversity, managers need the skills to adapt, listen and create inclusive environments. Failing to equip managers properly means employees may feel unsupported, misunderstood, or disengaged.  The current generation, ‘Gen Z’ are more likely to react to poor management, becoming disengaged with a higher likelihood of quitting to find better opportunities more aligned to protect their psychological safety. 

The Impact of Retention and Engagement 

Managers are one of the biggest factors in employee motivation and retention. Research shows:

• • Over half of employees with ineffective managers plan to leave within a year.
  • One in three employees has already left a role because of a bad manager.
  • A similar number have considered leaving for the same reason.

The financial and cultural costs of high turnover are significant. When organisations neglect management development, they risk losing talented people, often to competitors who invest in their leaders. This also brings risk to their reputation, lessening the pool of talent who could be a positive fit to the organisation.

What Employers Should Do

Make leadership development a formal part of promotions and appointments. Don’t assume technical skill equates to management ability.

Create Role Models
Senior leaders should model positive behaviours that new managers can aspire to, rather than perpetuating outdated styles.

Embed Equality and Inclusion
Training should cover not only operational leadership but also how to support diverse teams, manage sensitively, and promote fair opportunities for progression.

Encourage Continuous Learning
Management is not a “one and done” skillset. Provide ongoing opportunities for coaching, mentoring and skills refreshers to keep them up to date with best practices.

How MAD-HR Can Support You

At MAD-HR, we see firsthand how damaging poor management can be for culture, morale and retention. But the good news is that it doesn’t have to be this way. With the right training and support, accidental managers can become intentional leaders who inspire and motivate their teams.

Whether you need tailored management training, support with succession planning, or guidance on building a stronger leadership culture, our team is here to help. Together, we can break the cycle of bad management and create a workplace where people and performance thrive.