no organization can afford to employ an under-performing manager who fails to add significant value to the business – yet it is surprising how many inadequate managers exist in British industry. The most recent Hay Group directors’ survey identified middle management as the Achilles heel of British industry, concluding that under-performing managers are costing the UK economy £220 billion a year. The Hay Group survey also revealed that senior managers are aware of the issue – four out of 10 directors believed that poor middle management was the single greatest barrier to their organization’s success. So, if the people in power are aware of the situation, what can be done to change things? After all, effective managers who can increase productivity and profit are essential to a company’s survival as well as a country’s long-term economic competitiveness. Playing the blame game Why are middle managers getting the blame? Are they being made scapegoats or do people work hard to get to the top and simply lose their momentum as they progress up the ladder? Not surprisingly, the answer is more complex than either scenario. In my work with companies of all sizes and from a range of sectors, the crux of the problem seems to be that frequently talented people are promoted to positions that they are not adequately trained or prepared for. A surprising number of companies still operates the habit of systematic promotion as a pat on the back or a reward for longevity and loyalty. The result is a high number of managers – 60 percent, in fact – described as ‘‘reluctant’’ by the Institute of Leadership and Management.