Burnout, inefficient communication and confliction are not the character traits of one person, but often a product of system neglect. And yet, companies willingly publish graphics saying that “people are moving away from bad leaders”, cutting off the co -responsibility for how this leader has been shaped.
– I was promoted at the age of 26. Today I know that it was far too early for me. Soft competences, such as conflict resolution and effective motivation of the team, these are things that I lacked very much at the time. As a result, my team was rotating. And I am not surprised at all – says Anna Różak, a copywriter specializing in HR.
What do statistics say about leaders in Poland?
According to data from the Microsoft Work Trend Index report over 50 percent managers have symptoms of burnout. In Poland, the situation is even more difficult. According to the study “Polish Leadership” Concordia Design (2024):
- 80 percent leaders with experience up to two years He experiences enormous pressure and burnout.
- 70 percent leaders have never undergone any training in leadership or human management,
- 58 percent leaders indicates that their biggest challenge is communication with the team,
- More than half of the leaders I feel Unprepared to play this role.
Culture of promotion for loyalty, not for competences
According to Anna Różak, this is our decline after the Polish People's Republic and after capitalism was implemented on our market. – First, work was a privilege, so you had to grab her with your arms and legs and it's best not to let go until retirement. New possibilities have appeared with the transformation, but management models have not changed. The new ones came to us only after entering the European Union – explains the expert. – We've been able to do a little “on the mouth” 15 years. If someone liked someone, if someone was loyal to someone, he was promoted. And then suddenly some “Kejpiaja” came and it turned out that the team had to be managed, and that someone from this management would account for us.
Promotions are often a lottery. Someone who gets promotion to a higher position begins to torment himself and others to prove that he is doing. Companies do not always equip their managers with tools that would allow them to pursue this role well. Not everyone has an equal chance to find themselves in a new role. Some will do well, others at all.
Meanwhile, expectations for leaders are increasing. They are to deliver the results, be empathic, solve conflicts, support people's development and protect against burn out and others. All this often without prior preparation and with minimal support. It is not surprising that, according to the data of the “Polish Leadership taboo report, more than half of the leaders feel that they are not well prepared enough to play their role.
Some employers prefer to invest in things other than modern HR. According to Gartner's report “TOP 5 HR Trends for 2025” As much as 71 percent HR leaders do not agree with the statement that they effectively develop their mid -level managers.
The company knows that the leader is toxic, but the results count
In theory of the company, they promote feedback culture and mental well -being. In practice? They keep the so -called “Difficult leaders” if they bring you the results. – The organization knows how this leader treats people. But as long as the tables agree, no one intervenes – says Anna Różak.
In her opinion, managers lack knowledge about how to build authority and how to manage difficult and crisis situations. – Sometimes I have the impression that we at all drag the leadership models from films that promote bloodthirsty capitalism. The boss comes, his fist on the table and the rest must deal with it. Assertiveness is wrong with rudeness.
Tolerating toxic behavior, no development paths and support, as well as reporting pressure are conditions in which even the most competent person can start acting inefficient. As a result, the whole team begins to feel the effects of a poorly designed system, which leads to frequent rotation.
– Rotation can always be entered in the budget, and the managerial position is usually potentially the most expensive recruitment – the expert summarizes bitterly.
Onboarding of the leader. After promotion, the boss needs implementation
Instead of one day of technical implementation, the new leader should get:
- real support in the form of mentoring or coaching,
- help in building authority,
- tools for managing emotions and conflict,
- Education in the field of empathic communication and team energy management,
- space for making mistakes and drawing conclusions from them.
Meanwhile, in many managers' companies, they primarily learn system operation. And then? Pressure, difficulty in delegation, conflicts in the team. And they stay alone with it.
The leadership crisis is a problem of the whole system
The leadership crisis did not start due to the lack of involvement of individuals. This is the result of a systemic lack of concern for people whom we entrust responsibility. And if the organizations continue to displace the responsibility, then there will be no one to lead these teams anymore.
