From Accidental Manager to Accidental Diminisher: The Hidden Cost of Untrained Leadership

From Accidental Manager to Accidental Diminisher: The Hidden Cost of Untrained Leadership

In today’s fast-paced, ever-evolving workplaces, effective leadership isn't optional—it’s essential. Yet research from CMI* shows a staggering 82% of people promoted into management roles have never received formal training in how to lead. These so-called “accidental managers” are skilled professionals—engineers, lawyers, analysts, consultants—who find themselves leading teams without the guidance, tools, or mindset needed to lead effectively.

They step in with good intentions. But without training or support, many unintentionally become something more harmful: accidental diminishers.

The Accidental Diminisher Effect

According to Liz Wiseman, author of Multipliers, accidental diminishers are leaders who unintentionally stifle the intelligence and capability of their teams—even when they genuinely care. They micromanage, over-direct, or rescue their team too quickly. They might be overly helpful, constantly jumping in to solve problems, or unknowingly create dependency by being the go-to person for every decision.

They don’t mean to diminish others—but the impact is real.

Wiseman’s research reveals that "diminishers" get only about 50% of their team’s intelligence and capability, while "multipliers"—leaders who amplify others—get closer to 100%. That’s not just a nice idea; it’s a massive difference in performance, engagement, and innovation.

What’s the Cost of Getting It Wrong?

The consequences of accidental diminishment are both human and commercial:

• Burnout and disengagement: Talented team members feel overlooked, underutilized, or micromanaged.

• Missed opportunities: Innovation and problem-solving slow down when only one person’s voice (the manager’s) dominates.

• Leadership bottlenecks: Teams become dependent on their manager for every decision, slowing momentum.

• Attrition: High performers often leave not because of the work—but because of how they’re managed.

In an economy where adaptability and creativity are currency, leaders who suppress team potential—accidentally or not—cost businesses dearly.

What Can Be Done?

Here’s the good news: this isn’t about blame—it’s about awareness, and better yet, growth

Becoming a great leader isn’t a trait you’re born with—it’s a skill you develop. And modern, self-aware leaders are already positioned to evolve from accidental diminishers into intentional multipliers.

Here’s how:

1. Invest in real leadership development
   

   Formal training matters. Research shows that trained managers are more likely to:

   • Trust their teams

   • Champion change

   • Address poor behaviour early

   • Create psychological safety

2. Adopt a multiplier mindset

   
   Ask yourself: Am I making space for others to contribute? Am I leading with curiosity over control? Learn how to unlock the intelligence of those around you, rather than doing the thinking for them.

3. Build self-awareness as a core competency

   
   Emotional intelligence, reflection, and feedback loops are not soft skills—they are core leadership skills. Great leaders show humility and courage—key to developing awareness and exposing blind spots.

4. Create a culture of continuous learning

   
   The best leaders aren’t know-it-alls. They’re learn-it-alls. Create environments where learning, experimentation, and personal growth are normalized—starting with yourself.

From Accidental to Intentional

If you’ve found yourself leading without a roadmap, you’re not alone—and you’re not stuck. The shift from accidental manager to intentional leader begins with awareness and continues with deliberate action.

You can become the kind of leader who multiplies talent, unlocks potential, and leaves a legacy—not just of performance, but of people who thrive under your leadership.

👉Get in touch if you are curious to explore how coaching can support your leadership journey.

* Chartered Management Institute and YouGov Research: Taking Responsibility: Why UK plc Needs Better Managers (2023)

The Summer Pause: Why August Is the Leader’s Secret Weapon

The Summer Pause: Why August Is the Leader’s Secret Weapon

We’re over halfway through the year.

Since January, deadlines, decisions, and deliverables have likely kept you in motion. And if you're like many leaders, your energy hasn’t just gone into work—it’s been stretched across responsibilities, roles, and relationships outside the office too.

That’s why August matters.

It offers something rare: a natural pause. A quieter rhythm. A chance to reset—not by stepping away, but by stepping back with intention.

August Is the Eye of the Storm

In many industries, August brings a lull. Meetings slow down. Inboxes ease. People take time off.

But often, leaders keep pushing—heads down, eyes forward—missing the opportunity hiding in plain sight.

This is your window. To reflect. Refocus. Recharge. For your leadership. For your life. For whatever else matters to you right now.

Because leadership isn’t just about output. It’s about perspective.

The 3 Rs of a Meaningful August

1. Reflect

Look back before rushing ahead.

• What have you learned about yourself this year?

• What’s energizing you—and what’s quietly draining you?

• Where have you made progress? Where do you feel stuck?

2. Refocus

Get clear on what deserves your focus next.

• Are your goals still aligned with your values?

• What would feel meaningful to accomplish by year-end?

• Where do you want your energy—at work and beyond—to go?

3. Recharge

You can’t lead well from burnout.

• What restores your clarity and momentum?

• What boundaries need resetting?

• How can you rest—not as a luxury, but as a leadership practice?

You Don’t Need to Disappear to Pause

You don’t need a month-long sabbatical. Sometimes a few protected hours, a notebook, a walk, or a coaching conversation can do the work.

Because pausing isn’t about stopping. It’s about realigning.

And the best leaders don’t just push forward. They know when to step back and recalibrate.

So as August approaches, here’s your invitation:

Make space to meet yourself—on your terms. The rest of the year will thank you.

Want a simple reflection tool for your August pause? Let me know if you’d like a mid-year template, journaling prompts, or team reflection questions.

Beyond Strategy: What Leaders Really Want to Learn—and How Coaching Helps

Beyond Strategy: What Leaders Really Want to Learn—and How Coaching Helps

Leadership today is no longer about having all the answers. It’s about navigating complexity, uncertainty, and relentless change—while trying to stay true to who you are. If you’ve ever found yourself thinking, “I should have this figured out by now,” you’re not alone.

In fact, research shows that even the most accomplished leaders grapple with confidence, identity, and purpose—especially when stepping into new roles or facing high-stakes situations. A recent study by Tatiana Bachkirova and Peter Jackson (2024) uncovered something striking: early in coaching engagements, leaders most often bring up concerns about their confidence. By the end, the focus often shifts toward deeper self-understanding and meaning-making.

So What Do Leaders Really Want to Learn?

Forget the “heroic leader” myth. Leaders aren’t craving more models of perfection—they’re seeking space to make sense of their experience, to feel seen, and to grow authentically. According to the study, coaching conversations often move beyond tactical concerns to explore:

• Managing stakeholder relationships and navigating politics

• Dealing with uncertainty and organizational change

• Rebuilding confidence after setbacks

• Clarifying personal values and aligning with purpose

• Developing a more resilient, integrated leadership identity

These aren’t abstract leadership theories. These are—what Russian psychologist Vygoysky called perezhivanie—translating to “lived experiences” that shape how leaders grow. Coaching works because it creates a safe, structured environment where you can process these moments, reflect on them, and choose how to move forward.

Coaching Is Not About “Fixing” You

It’s about supporting you in making sense of your challenges so you can lead with more clarity, strength, and authenticity. It helps you reframe doubt not as weakness, but as a doorway to insight and transformation.

Curious About How This Could Work for You?

If this resonates—if you’ve been wondering what’s next, or how to develop your leadership in a way that’s grounded and real—I’d love to talk. Coaching isn’t one-size-fits-all, and the best way to know if it’s right for you is through a conversation.

👉 Get in touch if you’re curious to explore what coaching could look like for your leadership journey.

Leading with Hope: The Human Advantage in Modern Leadership

Leading with Hope: The Human Advantage in Modern Leadership

In today’s world of rapid change, uncertainty, and complexity, what do people really need from their leaders?

According to Gallup’s Global Leadership Report, the answer is clear—and it might surprise you.

Hope stands out as the dominant need, accounting for a striking 56% of all attributes people associate with positive leadership. It far outpaces even other vital traits like trust (33%), compassion (7%), and stability (4%).

This isn't about fluffy sentiment. It's about the core fuel that drives engagement, performance, and resilience in uncertain times.

Hope in Practice: Insights from the Field

In my coaching work with leaders across diverse organisations and sectors, one theme emerges consistently: the most effective and inspiring leaders lead with hope. They don’t shy away from complexity—they help others navigate it by painting a vision worth striving for.

Hope isn’t just a personal attitude; it’s a leadership strength grounded in rigorous research. Psychologist Charles Snyder, a pioneer in hope theory, defines hope as the combination of agency (the will) and pathways (the way)—the belief that we can find ways to achieve our goals and the motivation to pursue them. His studies showed that individuals high in hope demonstrate greater problem-solving abilities, stronger emotional regulation, and better outcomes in education, sports, and health.

Hope isn’t wishful thinking—it’s a measurable, teachable asset that strengthens people and teams under pressure.

Why Hope Matters More Than Ever

Hope, in the context of leadership, is the ability to paint a compelling picture of the future—and to help people see their place in it.

Hope means:

• “We’re going somewhere.”

• “You matter in that journey.”

• “Together, we can get there.”

When people feel hopeful, they are more motivated, more creative, and more committed. Hope unlocks discretionary effort. It drives performance not through fear or pressure, but through purpose and possibility.

In contrast, when hope is absent, uncertainty breeds anxiety, apathy, or attrition. No amount of pressure or KPIs can compensate for a lack of vision or belief in the future.

Trust, Compassion, and Stability Still Matter—But They Follow Hope

Gallup’s data shows that trust (33%), compassion (7%), and stability (4%) are still important, but they are not the primary drivers of how people experience leadership.

Here’s how they work together:

• Hope is the spark—it gives people something to believe in.

• Trust is the glue—it’s how leaders earn the right to lead.

• Compassion is the heart—it shows people they are seen and valued.

• Stability is the ground—it provides a sense of safety amid the chaos.

Empathetic, inspiring leaders know that driving results isn’t about pushing people harder—it’s about helping them see what's possible and supporting them as they rise to the challenge.

Leading with Hope: What It Looks Like in Practice

Leading with hope doesn’t require a grand speech or a sweeping strategy. It starts with intention and everyday action. Here's what it looks like:

1. Cast a clear, compelling vision
   Help your team understand why their work matters and where you’re all headed. Connect today’s tasks to tomorrow’s possibilities.

2. Celebrate progress, not just outcomes
   Acknowledging small wins reinforces belief in the path forward. It reminds people that momentum is building—even when things are tough.

3. Be present and real
   Hope isn’t blind optimism. It acknowledges challenges while reinforcing belief in your team’s ability to overcome them. Vulnerability and authenticity are your greatest assets.

4. Create a culture of possibility
   Encourage experimentation, learning, and curiosity. When people feel they can grow and shape the future, hope becomes embedded in your culture.

The Bottom Line: People Follow the Future You Help Them See

In a world where change is constant and uncertainty is the norm, leaders who offer hope—not just direction—will be the ones who inspire loyalty, unlock potential, and drive meaningful results.

Hope is not only powerful; it’s proven. It is the most human—and most essential—tool in a leader’s toolkit. Use it wisely, and use it often.