Better Management Report:

Taking responsibility - why UK plc needs better managers

This landmark CMI study, conducted in partnership with YouGov, explores the impact that good management can make – to individuals, their organisations and to wider society.

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Let's change management for good.

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A nationwide study into the state of UK management and leadership

Using a wealth of original data, this study draws on the experiences of more than 4,500 people working across every corner of the UK economy and evidences the importance of good management and, perhaps more importantly, the cost of getting it wrong.

The risks of poor management manifest themselves in staff wellbeing, retention and the ultimate success of organisations - be it the bottom line for companies or the smooth delivery of public services for taxpayers. This research also brings to the forefront the sheer volume of managers who are coming into the job without adequate training.

It’s time for managers and organisations to take responsibility and commit to identifying where their knowledge and skills gaps lie and how they can work to address them. Only through this investment can we turn the page to deliver long-term growth, improved productivity and relegate accidental managers and toxic work cultures to the past.

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Key Findings

82%

of managers who enter management positions have not had any formal management and leadership training - they are "accidental managers"

Ineffective managers have a deep impact on employees including on their motivation, satisfaction and likelihood to leave their job

Good management and leadership practices lead to better performance including better retention, creating a positive work environment and meeting business objectives

52%

of managers do not hold any management and leadership qualifications

Half of workers who rate their manager as ineffective are planning to leave their organisation in the next 12 months (50% vs 21%)

Those with formal management training are significantly more likely to trust their team, feel comfortable leading change initiatives and to feel comfortable calling out bad behaviour compared to those that don't.

A good manager creates a culture where people feel autonomous, empowered, committed to the task, able to take risks, committed to each other and the team, and driven to deliver.

Middle manager working in the public sector

As full-time employees spend more time at work than with their family, a good manager can really lift a person, which, in turn, can lift their home life and the life of their family. Positivity spreads.

Senior manager working in the private sector

These untrained managers are damaging organisational culture, productivity, staff wellbeing and, as a result, the national economy.

Middle manager working in the public sector

Two years ago I was ready to leave my job because I had such a negative relationship with my manager. He was a micro-manager, confrontational, not supportive of development opportunities and regularly spoke negatively about his peers.

Female middle manager in the private sector