Are you an Intentional Manager or an Incidental Manager?

And what is the difference? Does it matter? (Yes, it does.)

Photo by Memento Media on Unsplash

When it comes to management, two distinct approaches can emerge in leading a team: the intentional manager and the incidental manager. These two styles of manager differ fundamentally in their mindset, approach, and impact on the team’s performance and well-being. Understanding the difference between these two management styles is crucial for fostering effective leadership and achieving organizational success.

The Intentional Manager

Intentional managers are leaders who actively and purposefully choose the role of a manager. Not just say saying ‘yes’ to the job offer, but moreover they are driven by a genuine desire to lead, inspire, and guide their teams toward achieving specific goals and objectives. This approach takes intentionality, a growth mindset, empathy, and authenticity.

As a direct report, one clear indicator you are working with an intentional manager is that you feel they are speaking for a team, and not just themselves, or maintaining their employment. They are timely, forthright, and brave.

Here are some key characteristics of intentional managers:

1. Clear vision: Intentional managers have a well-defined vision for their team and organization. They set clear goals and objectives and work strategically to achieve them. They can fluidly move from conversations about work this week to how it impacts the plan 3-, 6-, or 12-months down the road.
2. Proactive leadership: They take the initiative to lead, seeking opportunities to provide direction, support, and guidance to their team members.
3. Investment in development: They prioritize the growth and development of their team members. They provide opportunities for skill-building, mentorship, and coaching.
4. Effective communication: They excel in communication, ensuring that team members—and cross-functional teams—understand their roles, responsibilities, and how their work supports the broader organizational mission.
5. Accountability: They hold themselves accountable for their team’s performance and take responsibility for both successes and failures.
6. Integrity: This manager will do what they say they will do, and follow-up. They demonstrate honesty, transparency, and a commitment to doing what is right, even when faced with difficult choices or ethical dilemmas.
7. Feedback and recognition: They provide constructive feedback and recognition to motivate and empower their team members, versus using the carrot and stick method. They also foster space for direct reports to offer constructive feedback to them.
8. Conflict resolution: They address conflicts promptly and constructively, seeking resolutions that benefit the team and the organization.

Again, you can see that timely, forthright, and brave energy in all of the above.

Google found that technical expertise, ranked last among important characteristics for a manager to hold. … what employees most valued are even-keeled bosses who check in regularly for one-on-one meetings, who helped employees think more deeply by asking questions, not giving orders, and who demonstrated interest in their employees’ careers as well as their overall well-being. source

How can I become an intentional manager?

While it often starts with how you said ‘yes’ to the role, I do feel that can be turned around through active personal and professional development.

I strongly suggest each manager hire a personal and or career coach. Don’t ignore your personal development, as that can have a huge impact on your work life. A personal coach, a leadership coach, a financial coach, whichever area you need help with most in your life will help put you on track to be an intentional manager.

Also, it comes down to mindset. Beyond developing a growth mindset: Do you want to be a manager? Do you want to be a manager at this company? In this industry? If not, a coach can help with your mindset to either find ways to love the job you have, and or find the one you really want.

In addition to a coach, I also strongly recommend having conversations with other managers you see as being intentional in their approach. These informational interviews can be a great way to learn how other managers got to where they are today in their mindset.

The Incidental Manager

Incidental managers, on the other hand, find themselves in management roles by circumstance rather than choice. They may have been promoted due to technical expertise or seniority, without necessarily having the desire or skills to lead effectively. I used to call this the “reluctant manager,” but not every incidental manager is reluctant to hold this position.

One clear indicator you may be working with an incidental manager is you leave a meeting feeling like they fawn over other leaders’ decisions, and say ‘yes’ quickly and often, even when all evidence shows they shouldn’t.

Here are some characteristics of incidental managers:

1. Lack of clear vision: Incidental managers may not have a well-defined vision for their team or the organization. They might focus more on day-to-day tasks than long-term goals.
2. Reactive leadership: They tend to be reactive rather than proactive in their approach to leadership, often addressing issues as they arise rather than anticipating and preventing them.
3. Limited investment in development: They may not prioritize the development of their team members, as they may view their roles primarily as task-oriented.
4. Communication challenges: They may struggle with effective communication, leading to misunderstandings or misalignment within the team.
5. Limited accountability: They may not take full accountability for their team’s performance, sometimes attributing outcomes solely to external factors, or even passing blame onto team members.
6. Not in integrity: This type of manager may not have a calendar that can be relied on, acquiesces quickly and easily, and fail to do the action items they said they would take on.
7. Feedback and recognition gaps: Providing regular feedback and recognition may not be a priority for incidental managers, which can affect team morale and motivation. Accepting feedback may be met with anger or dismissal.
8. Conflict avoidance: They may avoid addressing conflicts or handle them ineffectively, potentially leading to lingering issues within the team.

You can see from above that while they are wearing the title of manager, they are not being timely, forthright or brave in their actions.

Closing Thoughts

In the dynamic landscape of leadership and management, intentional managers and incidental managers represent two distinct approaches. While intentional managers actively choose their roles and drive their teams toward success, incidental managers find themselves in leadership positions without necessarily seeking them, or knowing how to be an effective leader.

Organizations that invest in leadership development, mentorship, and effective feedback can bridge the gap between these two styles, fostering a culture of intentional leadership that ultimately benefits the organization and its teams. By recognizing the differences and supporting growth, organizations can cultivate a cadre of effective and motivated leaders.

Hire coaches!

Incidental managers can have a huge negative impact on not just their team, but cross-functional teams that work with them, and the overall business objectives. But, all is not lost!

Regardless of your company size, or industry, hiring coaches for your managers will benefit all business objectives, and can turn incidental managers into intentional ones.

I wrote in a previous article how investing in coaches can be a major competitive advantage for your organization.