From Harvard Business Review · Colleen Adler · · 3m
Why companies promote the wrong people into management
Most organizations pick managers based on past performance, not readiness for the role. The result: reluctant managers who damage teams and retention.
In brief
Most organizations pick managers based on past performance, not readiness for the role. The result: reluctant managers who damage teams and retention. Organizations are promoting people into management roles without assessing whether they actually want the job, leaving a quarter of managers reluctant and teams…
The management satisfaction crisis
In April two thousand twenty-four, Gartner surveyed one hundred sixty-two HR leaders. Only thirty-five percent reported satisfaction with mid-level managers. Just twenty-seven percent were satisfied with frontline managers.
Employees lose faith in their managers
A July two thousand twenty-four Gartner survey of three thousand five hundred twenty-nine employees found only thirty-eight percent satisfied with their manager's quality. Just over half reported trusting their manager.
Bad managers damage the whole organization
When managers underperform, costs mount. Productivity, performance and morale all suffer. Retention of valuable team members becomes at risk, especially dangerous during skills shortages and hiring freezes.
Managers are overwhelmed by expanding roles
In July two thousand twenty-five, Gartner surveyed nine hundred HR leaders. Nearly eighty percent acknowledged that managers are overwhelmed by expanding scope of responsibilities, a trend likely to continue with rapid technological transformation.
One in four managers don't want the job
A May two thousand twenty-five Gartner survey of three thousand employees found one in four managers would prefer not to be people managers. This is up from one in five just two years ago.
Managers enter roles unprepared and unaware
Many reluctant managers found themselves in the role without knowing much about it beforehand. Less than a third reported exposure to simulations, mentorship or opportunities to gauge whether they were suited to management.
Selection looks backward, not forward
In March two thousand twenty-three, Gartner surveyed ninety-eight HR leaders. Seventy-nine percent said consistently high individual performance is a top factor for management selection. Only twenty-two percent prioritize pre-management selection assessments.
Reluctant managers fail their teams
A May two thousand twenty-four Gartner survey of nine hundred eighty-five senior leaders and mid-level managers found highly engaged managers nearly four times more likely to be high enterprise contributors.
Current selection processes are failing
In July two thousand twenty-five, Gartner surveyed one hundred fourteen HR leaders. Just sixteen percent said their organization's manager-selection process ensures the right people work in people manager roles.
Show candidates the real job first
HR can prevent reluctant managers by exposing candidates to challenging aspects of management before selection. Simulations and experience with workload prioritization, difficult conversations and performance calibration help candidates make informed decisions.
Mentorship and off-ramps reduce reluctance
HR should match interested candidates with relatively new managers for candid conversations. Only twenty-six percent of managers reported experiencing mentorship before taking the role. Non-punitive off-ramps let self-aware candidates opt out without pressure.
At a glance
Organizations are promoting people into management roles without assessing whether they actually want the job, leaving a quarter of managers reluctant and teams suffering.
