Stepping into management used to be the natural next step for ambitious professionals. But that ladder seems increasingly broken. Many high-potential employees are steering clear of leadership opportunities and it’s leaving employers with a worrying gap in their talent pipeline.
So, what’s driving this shift, and what can you do about it?
A crisis of confidence
According to Investors in People’s Broken Ladder research, 38% of employees say they wouldn’t consider a management role at all. Among the most common reasons is a lack of confidence in their own leadership skills. More than half (53%) say they don’t feel equipped to manage people, and 42% say they don’t know what it would involve.
That’s a big red flag. If your current team doesn’t see management as something they could realistically do, your internal progression pipeline is at risk. It suggests that leadership is either being presented as inaccessible, or that you’re not providing enough exposure, training, or mentoring to help people see themselves in those roles.
Burnout and work-life balance worries
There’s also a growing concern that management isn’t worth it. Many employees are wary of taking on extra responsibility without meaningful compensation or support. The perception is that it means longer hours, more stress, and more pressure, without enough pay or job security in return.
In fact, 57% of those avoiding management say they’re prioritising their work-life balance. With hybrid working now a key factor in retention, this is an important signal. If leadership in your organisation is seen as a sacrifice rather than an opportunity, you’ll struggle to attract your next wave of managers.
Culture counts
The appeal of management also depends heavily on the culture surrounding leadership in your organisation. If people only ever see their managers under pressure or unsupported, why would they want to join them?
Only 17% of employees told Investors in People they’ve had conversations about career progression in the past year. That’s a serious missed opportunity. You can’t grow future leaders if you’re not talking to your team about the possibility and showing them what success could look like.
What you can do
First, be proactive. Make progression conversations a normal, ongoing part of performance reviews. Show employees what leadership pathways are open to them and make sure those paths feel achievable, not mysterious or intimidating.
Second, invest in early leadership development. Offer mentoring or shadowing opportunities for those showing potential. Provide practical people-management training, not just when someone becomes a manager, but beforehand, so they feel ready.
Third, focus on the why. Don’t assume people know what’s in it for them. Communicate the benefits of leadership clearly - from career development to strategic influence to reward. If you want people to aspire to management, it needs to feel inspiring.
Finally, listen to your team. If leadership is seen as unappealing, find out why. Is it the workload? The culture? The support? You can’t fix a broken ladder if you don’t understand where the rungs are missing.
We’re here to help
At Love Success, we work with employers across London to find and support ambitious professionals in office-based roles. If you’re looking to strengthen your leadership pipeline, we can help you connect with the right people - at every level.