Why celebrate inept leaders? - Or the action fallacy trap

Why celebrate inept leaders? - Or the action fallacy trap

Have you ever wondered why those leaders are getting ahead - or perhaps more correctly: Why it's the inept leaders who stagger from one crisis to the next who get ahead most oftenwhich are mostly self-inflicted, while those who manage their teams seamlessly go unnoticed? This phenomenon is no coincidence - it is the result of a deep-rooted error in thinking, the so-called "action fallacy", which not only distorts the perception of the great leaders of the past, but also poisons the culture of today's workplace.

In CoachLab's experience, we encounter this problem every second time in a leadership development process: leaders who enter the coaching process having spectacularly "fire-fighting" their way into their positions, but who in fact cause the crises themselves, which they then heroically resolve. In contrast, leaders who anticipate problems and create a stable, predictable environment rarely get recognition.

What is the action fallacy and how does it work?

The action error the point is that confusing a good story with good leadership. We tend to believe that the best leaders are those who generate the most noise, action and sensational activity in the most traumatic circumstances. But the reality is quite the opposite: good leadership often produces a "bad story" because it minimises the drama.

The leadership development industry has grown to a $26.7 billion global business by 2024, yet 41% leaders feel their organisation does not meet the required leadership standards. This statistic shows that something is fundamentally wrong with the process of selecting and developing leaders.

Why are we drawn to dramatic leadership stories?

It's a peculiarity of the human mind that we are more gripped by spectacular, dramatic events than by quiet, efficient work. This is part of our evolutionary heritage - it was important for our ancestors to be able to recognise danger and big changes immediately. But in today's world, this mechanism can be misleading, especially when assessing leadership competencies.

The appeal of dramatic narratives:

• Easier to remember and pass on
• More emotionally gripping
• They fit into a simple hero-failure structure
• Preferred by the media and social platforms

The great lesson of history: Amundsen vs. Shackleton

An example from the history of polar exploration illustrates how the action fallacy works. Two men, two completely different styles of leadership, yet one of them is virtually unknown, while the other is legendary.

Roald Amundsen: The "perfect" leader who was forgotten

Amundsen's achievements:

• All four main polar targets successfully met
• First three times
• In 1911, it reached the South Pole on a 3,000 km journey
• He returned to the camp a day after the scheduled time

Amundsen intimate knowledge, careful planning and credible leadership has helped to minimise problems. His expeditions are "boring reading" because they were not dramatic. Yet that was a sign of good leadership - everything went as smoothly as he planned.

Ernest Shackleton: The master of spectacular falls

In contrast Shackleton has set off for Antarctica four times, three times as a guide, and each time the result has been failure, disaster or death. Yet he is celebrated worldwide in best-selling books, documentaries and leadership development programmes.

His famous "Endurance" expedition (1914) is a perfect example of a self-induced crisis:

• Ignored advice from local whalers
• Significant shortcomings in equipment and preparation
• A series of bad decisions led to the ship being stranded in the ice
• The crew found themselves in a dangerous situation, which they "heroically" resolved

"Crisis captains" usually solve crises that they themselves caused through poor planning and decision-making.

What are the lessons from a coaching perspective?

The example of the two polar researchers illustrates perfectly that why inept leaders get ahead. Shackleton's style is much more "sellable" - gripping story, dramatic twists and turns, heroic endurance. But Amundsen's method is "boring" - thorough preparation, risk analysis, consistent execution.

What do you think?

The consequences of the action fallacy in the modern workplace

The problem is not just a matter of historical interest. Only 29% of workers perceive their manager to be a human leader, reflecting the depth of today's leadership crisis.

What type of inept leaders get ahead?

1. The "firefighter" type of driver

• Constantly facing crisis situations
• They use spectacular solutions
• Generate a lot of attention
• In fact, they often cause the problems themselves

2. The over-communicating leaders Studies in organisational psychology confirm that we see leadership potential in those who:

• They talk more (regardless of what they say)
• They seem confident (regardless of their competence)
• Constantly busy (regardless of what they do)

3. Masters of spectacle The age of social media and constant communication is amplifying this phenomenon. Leaders who are good at 'selling' themselves are often at an advantage over quiet but effective leaders.

How does this affect the organisational culture?

The action is a mistake a self-sustaining cycle creates:

1. Promoting bad examples: Impressive but incompetent leaders get higher positions
2. Value distortion: Appearance becomes more important than actual ability
3. Demotivation: Those who do really good work are marginalised
4. A toxic culture: The organisation is not performing at its maximum
5. More bad decisions: Incompetent leaders select new incompetent leaders

A real case from coaching practice

During a coaching process, we encountered a situation where we observed the impact of two different leadership styles. One leader often became the "hero" with his spectacular problem solving, while his colleague received less attention with his quieter, preventive work. During coaching, we worked with both leaders to develop their own leadership styles - for one, planning and risk management skills, and for the other, communication and visibility skills. By the end of the process, both had become more effective leaders, drawing on their different strengths.

Why are inept leaders attractive?

1. The glamour of the spectacle

The inept drivers are often charismatic and good communicators. They can present themselves as the answer to every problem. This can be particularly attractive in crisis situations when people are looking for quick, spectacular solutions.

2. The desire for a heroic narrative

We all love stories where the hero overcomes adversity. Inept leaders often put themselves in the "hero position", even if they caused the problems themselves. This is psychologically attractive to both managers and subordinates.

3. The illusion of quick results

Incompetent leaders are often spectacular results in the short term even if it is harmful in the long run. Shareholders and senior management often value these rapid, visible changes more than slow, sustainable progress.

Who benefits from identifying inadequate leaders?

For organisations

• HR professionals: To build better board selection processes
• Top management: To distinguish between real performance and appearance
• Boards of Directors: For a more objective management assessment

For individual development

• Emerging leaders: To avoid following inappropriate leadership patterns
• Experienced leaders: For self-reflection and rethinking their management style
• Team members: To recognise a healthy workplace culture

How do we recognise inadequate leaders?

Warning signs in leadership behaviour

What can we do after recognition?

1. Developing objectivity

• Judging by facts and data
• Don't be swayed by spectacular stories
• Ask: "What are the long-term results?"

2. Evaluating "underwater" work

• Watch those who perform quietly, consistently
• Evaluate preventive measures
• Recognise stable performance

3. Supporting cultural change

• Reward sustainable results
• Support those who achieve team success
• Let's change our evaluation systems

The power of "boring driving"

According to Harvard Business School research, great leadership is not so much about enduring qualities as it is about the ability to adapt to the situation. This so-called "contextual intelligence" is more important than spectacular actions.

What is "boring driving"?

The term "boring driving" is provocative, of course, but the point is simple: good leaders build processes and cultures that minimise dramatic events. This includes:

Careful planning and foresight

• Detailed risk analysis
• Tiered reserve plans
• Continuous monitoring systems
• Proactive communication

Building a credible culture

• Clear values and expectations
• Consistent decision-making
• Open communication channels
• Trust-based relationships

Team-centred approach

• Identifying and developing individual strengths
• A culture of collective responsibility
• Promoting knowledge sharing
• Supporting sustainable performance

Why is this approach "boring"?

"Boring driving" seems less exciting because:

• Few dramatic events happens
• Gradual, slow progress features
• Few "hero moments" is
• Stable, predictable creates an environment

But it is these qualities that make it really effective! In CoachLab's coaching processes, we find that leaders who are willing to do the "boring" groundwork lead to more successful organisations in the long run.

The impact of social media on the popularity of inept leaders

In the 21st century, the problem of incompetent leaders has become even more serious with the rise of social media. The culture of LinkedIn, Twitter and other platforms particularly favours leaders who spectacular content they can produce.

How does social media amplify the action fallacy?

1. The logic of viral content

• More dramatic, emotional stories are spreading
• "Inspiring" fall-rise narratives are popular
• Complex, nuanced situations are difficult to convey

2. The cult of personal branding

• Drivers are forced to "brand" themselves
• Continuous visibility becomes more important than work
• "Expert" status is easier to achieve than real expertise

3. The fast content cycle

• No time for deep analysis
• Appearances are more important than results
• Long-term impacts cannot be assessed

What can we do about it?

At individual level:

• We are critical of social media content
• Looking for the facts and figures behind the stories
• Follow those who create real value

At organisational level:

• Don't just judge by social media activity
• Evaluate the actual business results
• Support those who are quietly doing good work

Coaching tools to identify inadequate leaders

In leadership development, it is particularly important to be able to recognise these patterns. Here are some practical tools:

Using SMART targets in management assessment

Incompetent leaders are often vague, difficult to measure targets will be formulated. The SMART criteria help to reveal this:

• Specific (concrete): What exactly are you trying to achieve?
• Measurable: How do you measure success?
• Achievable: Is this a realistic expectation?
• Relevant: Does it meet the objectives of the organisation?
• Time-bound: Is there a specific deadline?

STAR method for analysing past performance

When assessing a leader's past "successes", we use the STAR method:

• Situation: What was the exact context?
• Task: What was the driver's responsibility?
• Action: What did you do specifically?
• Result: What has been the long-term impact?

This helps to distinguish real success from fake success.

Redefining good leadership

To move beyond the action fallacy, we need to redefine what good leadership is.

The real leadership competences

1. Strategic thinking

• Long-term planning ability
• A structured approach to complex problems
• Developing different scenarios

2. Emotional intelligence

• Consciously managing your own emotions
• Recognising and managing the emotions of others
• Empathy and active listening

3. Communication skills

• Clear, unambiguous messaging
• Adaptation to different target groups
• Ability to give and receive feedback

4. Team building skills

• Identifying and exploiting individual strengths
• Building a culture of cooperation
• Building and maintaining trust

Is "invisible" work important?

Yes, this is the most important! The 80% of good leaders consists of "invisible" work:

• Process optimisation: Building systems that work automatically
• Building culture: Developing values and norms that guide everyday decisions
• Prevention: Problem forecasting and prevention
• Development: Continuous development of team members' skills

These activities do not generate spectacular stories, but they lay the foundations for long-term success.

International trends and research

Harvard Business Review's latest research

The Harvard Business Review's award-winning article "Leaders Must React" from 2024 is all about how leaders should respond to unexpected events. According to the research, the best leaders are not those who react in panic, but those who do:

• Quick to assess the situation
• Decisions based on data
• They respond in cooperation with their team
• Learning from experience

The challenges of the new generation of leaders

In 2024, a new generation of leaders - Gen X and Millennials - will step into leadership roles with a completely different perspective than the Baby Boomer generation. This creates an opportunity to change the way we think about leadership.

The benefits of the new generation:

• Technology-oriented
• Cooperative skills
• Sustainability approach
• Diversity assessment

Their challenges:

• The legacy of the "action fallacy" culture
• Social media pressure
• Expect a quick result

Practical steps for change

At organisational level

1. Rethinking evaluation systems

• Measuring long-term results
• Regular use of 360-degree feedback
• Balance between team success and individual performance

2. Improving the leadership selection process

• Use of structured interviews
• Objective analysis of previous results
• Strengthening reference checks

3. Coaching and development programmes

• Focus on developing real competences
• Self-reflection and awareness raising
• Develop mentoring programmes

At individual level

1. Consciously examining your own leadership style

• Ask yourself: "Am I preventing problems or just reacting to them?"
• Collect data on your own performance
• Get honest feedback from your team members

2. Develop long-term thinking

• Develop 3-5 year strategies
• Measure everything that can be measured
• Focus on sustainable results

3. Developing "boring leadership" skills

• Planning and organisational skills
• Process optimisation
• Team building techniques

Common questions about incompetent drivers

Summary: Choosing the leaders of the future

The social and economic cost of inept leaders is huge. 86% of high-potential workers feel exhausted at the end of the day, partly due to having to work in constant fire-fighting mode because of poor management decisions.

In our view, overcoming the action fallacy is not just an economic issue, but also our social responsibility. Every time we reward or promote an incompetent manager while ignoring a competent professional, we contribute to perpetuating a culture that harms workplace communities and economic performance.

Keys to change

1. Raising awareness: We must recognise that the action fallacy is a real problem that affects us all.

2. Improving measurement methods: We need to focus on objective, long-term results rather than spectacular, short-term successes.

3. Culture change: We must value those who prevent problems, not just those who solve them.

4. Education and development: We need to train both current and future leaders in real leadership competences.

The question is, when faced with a "mass of ice", who do we want at the helm: the driver who panics and jerks the engine and unpacks dynamite, or the one who avoids getting stuck in the ice in the first place?

The answer is clear - but in practice, we still often reward the former type of leader. It's time to change this, because the future of our companies, our teams and our society depends on it.

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