DS Cohen & Associates
In the quiet of the early morning of a bustling call center, the Director begins his morning ritual—an early review of the night’s operations to determine the day’s strategic priorities. This morning, however, his routine is abruptly disrupted by an agitated manager, Tarra. One of their newly appointed supervisors has called to announce she is leaving and taking on a new role elsewhere, effective tomorrow. There was no two weeks’ notice given; just a quick goodbye. Left with a leadership gap and an already stretched team, the burden of finding her replacement falls on Tarra and with the Director’s approval.
The task is formidable. While there are frontline stars within the center, none seem ready for a supervisory leap, and none have been involved with any supervisory training because the company has not invested in any. Pressed by urgency and resource constraints, the Director requests Tarra to shortlist potential candidates for a promotional discussion over lunch. The seriousness of the situation is substantial—it’s an organizational dilemma many modern companies encounter—how to put employees into new leadership roles without providing them supervisory training before they are placed into the role.
During their lunchtime discussion, Tarra presents three potential candidates. The spotlight gravitates towards Bob—an employee often turned to by his coworkers for complex problem-solving and managing dissatisfied customers. He is a popular figure whose depth of knowledge and calming demeanour have made him indispensable for others with whom he works. Tarra’s endorsement stems not only from Bob’s workplace popularity but also from his life circumstances; she surmises that his recent condo purchase underscores a financial incentive for his accepting the supervisory role.
By 1:30 PM, they have a decision. The human resources team is promptly notified to facilitate Bob’s move to supervisory status. When the invitation is extended to Bob at 3:00 PM, he is both surprised and thankful. The financial benefits align with his personal recent commitments, yet the role’s true responsibilities —a pivot away from direct customer interaction to a training and support-centric focus—make him think he might not like moving away from the customers. Bob, after all, loves interacting with customers directly.
The Accidental Manager
Bob’s case illustrates a broader phenomenon afflicting organizations across industries—the birth of the ‘accidental manager.’ In the UK, research suggests that a staggering 82% of individuals step into management roles without formal training. Unlike Bob, who enjoys peer support and is an excellent performer, 46% of people perceive promotions as politically motivated rather than merit-based. An employee who perceives they are unprepared when transferring into leadership begins having doubts and anxieties, resulting in imposter syndrome.
The subsequent day, Bob consults with the call center’s HR business partner, Jerri. Mindful of his developmental gaps in areas such as employee relations and performance evaluations, Bob seeks guidance. The incessant turnover challenges he anticipates are foreign territory; his only experience is as an interviewee, not an interviewer. Jerri suggests that AI is possibly a bridge to closing his knowledge gaps, but this doesn’t resonate with Bob. Bob ponders—can AI’s algorithmic recommendations replace experienced human judgment, and can AI help him gain the emotional intelligence required to be a successful supervisor? While AI will provide him with ideas, he knows it is not the mentor he needs.
Systemic Missteps or a Path Forward?
Positioning employees into leadership roles without foundational training is a misstep with resounding and cascading repercussions. Organizational morale, retention, and productivity are jeopardized. Analogous to ineffectively prepped substitute teachers, unprepared leaders are quickly scrutinized by their direct reports, breeding mistrust, disorder and often chaos.
With misallocated training budgets and well-meaning but short-lived development investments, many firms short-circuit long-term strategic planning for leadership development. A leadership vacuum is a catalyst to turnover—a costly cycle many companies inaccurately dismiss as the cost of doing business. The belief that replacing staff is a “necessary evil” to doing business is perpetuated by the many organizations that propose that the cost of turnover is minimal. The reality is, however, that the cost is significant. An entry-level employee replacement can reach 1.5 times their salary; the stakes amplify with seniority. And this doesn’t even take into account the emotional impact turnover can have on teams within an organization.
The adage “people leave managers, not companies” is a common refrain. Underprepared managers trigger dissent and departures, unearthing deeper systemic issues. The hypothetical loss of fifteen employees with an average salary of $50,000 balloons replacement costs to $1,125,000. If half of them attribute their exit to ineffective management, wouldn’t an investment in your people in supervisor training before they are promoted have produced a significant return on investment?
Investment in pre-emptive leadership development does more than stabilize turnover. It enhances the organization’s reputation as a place that develops its talent—attracting people who value professional development.
Being An Organization the is a Talent Champion
What if firms began implementing development strategies to elevate people like Bob, supporting them with understanding and developing their emotional intelligence and management acumen? And doing all this before crisis management becomes the focus. Becoming a place where employees are nurtured before being thrust into new, more senior roles. Beyond reducing the cost of turnover, companies would create a high-performing, cohesive workforce and bolster their reputation as a place committed to talent development.
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David Cohen is completing his second book on how to hire for fit to values/culture. His first book is called The Talent Edge. He has conducted workshops globally on Structured Behavioural Interviewing. For more information on the workshop, please contact DAVID.
