The first time I was promoted to a senior management position, I realised that I was unable to do my job well. I lacked the skills to be a successful leader and I had no mentor. So, I copied what the other managers were doing.

Eventually, I realised that I had to change and become the type of manager that I would want to work for.

I have spent over a decade working with senior managers and I often see great professionals that are also struggling to do their jobs.

Reason 1: Lack of a Safe Space to Show Vulnerability

Psychological Safety is fundamental in business. Unfortunately, this is absent from many board rooms. Instead, many senior management environments are political, adversarial and ruthless.

When leaders can't show any sign of vulnerability, this can result in high levels of stress and anxiety.

Reason 2: Being Promoted Above Their Skills

Management is complex and can offer significant challenges. People deal with incomplete information and are expected to make significant decisions.

Many senior managers were promoted based on their performance in a previous role. However, the skills that made them successful are not needed in their current position. They need a different set of skills that match the challenges of the job.

This is known as the Peter Principle or being promoted to a place of incompetence.

Reason 3: Becoming Untrainable and Unwilling to Learn

A very prevalent, and obsolete, core belief in business is that senior managers are experts in their field. Therefore, it is expected that they exhibit confidence, bravado and an aura of infallibility. Just look at how most CEOs and political leaders communicate.

In complex work environments, most senior managers are too detached from the work and their expertise is often out of date.

Although senior managers usually require the most training, they are often the ones least ready to learn.

4 Ideas to Fix it

• Introduce working practices where people can safely navigate their uncertainties.

• Work with a coach or mentor that can provide advice and guidance.

• Identify the areas of development and seek appropriate learning opportunities.

• Remember that senior managers are human beings. Give them a hug from time to time.