From Technical Pro to Accidental Manager

30 Jan 2026

British Academy of Management – Management Consulting Network (MCN)

January Coffee Morning

Our most recent Management Consultancy Network coffee chat investigated a phenomenon that many of us have witnessed, and perhaps even lived through; the rise of the "Accidental Manager." The discussion was sparked by recent research into how frequently technical excellence is mistaken for leadership potential. Whether in the civil service, a global sales team, or a high-stakes consultancy project, the consensus was clear: being the best at "doing" the job doesn't automatically mean you’re the best at "managing" the people who do it.

Here are the key takeaways from our community’s morning brew and insights.

The "Promotion as Punishment" Trap

A recurring theme in our session was the Peter Principle in action—where individuals are promoted based on technical skills until they reach a level where those skills are no longer sufficient.

The Sales Paradox: One participant recalled how top-performing salespeople, often "lone wolves" by nature—were frequently promoted to team leaders as a "reward". The result? A disaster for both the manager and the team, as the skills required to sell are fundamentally different from the skills required to manage.
The Technical Glass Ceiling: In consulting, brilliant technical minds often get "stuck" if they cannot master the transition to business development and relationship management.
A "Lonely" Progression: Seniority often brings isolation. As one member shared, the more senior you become, the lonelier it gets, and the less likely you are to hear the unvarnished truth from those around you.

When Communication Fails, Systems Break

We heard a sobering perspective from another industry. When firms bid low and staff projects with technically competent people who lack communication skills, the consequences can be dire.

"Because of the lack of communication, we are having many more fires and explosions in the industry... having people who are accidental managers thrown in is a major challenge."

This reinforced a recent Financial Times study mentioned during the call: for the first time, social skills and the ability to communicate have overtaken high mathematical ability as the most important drivers of career success.

The Consultant as the "Incidental Coach"

If accidental management is the problem, what is the consultant’s role in the solution?

We discussed how consultants often act as a vital "interpreter" between technical teams and the client. Beyond the project deliverables, a trusted consultant can become a sounding board or an incidental coach for a struggling leader. By advising on communication styles and organizational strategy, we help steer "accidental" leaders toward intentional success.

How Can We Fix the "Tree"?

To prevent "rotten apples," we need to look at how we train the next generation. The group suggested several ways to bridge the gap:

Dual Career Paths: Organizations should create growth tracks for technical experts that don't force them into unwanted (and ill-suited) management roles.
Early Intervention: Developing people skills shouldn't start the day someone is promoted; it should be integrated into early-career education.
The Power of Storytelling: Moving away from micromanagement requires the ability to frame a narrative and persuade, rather than just exerting power.