The captains of crisis are often celebrated, yet good leadership, when everything is well managed, seems to be boring from the outside. So what does it take to be boring in everyday’s work?
There are many differences between a manager and a leader, we’ve covered it before. Still, many organisations are stuck in the past in how they define and choose their “leaders”. They are used to a certain practice they cannot get rid of.
As Dorothy E. Siminovitch says in her book, A Gestalt Coaching Primer, “perceiving the same figure across different contexts could be understood as having a ‘frozen gestalt’. New possibilities and different choices are very hard to come by. Many business leaders still stubbornly prioritise function-specific expertise as the desired quality in management hires.”
It means that organisations still tend to have experts of professional knowledge in management roles instead of true leaders with the right human skills. Yet the leadership role has its specific attributes. Why don’t organisations learn?
In his presentation, Martin Gutmann explains why we celebrate incompetent leaders. We see leadership potential in people who
He quotes Keith Grint: “since we reward people who are good in crises (and ignore people who are such good managers that there are very few crises), [people] soon learn to seek out (or reframe situations as) crises.”
So people simply notice the more visible actions, while good leadership is about taking care of the people and systems to ensure sustainable operation. This latter approach does its job quietly. That’s why we should celebrate those who mitigate drama.
Raffaella Sadun, author of the article ‘The Myth of the Brilliant, Charismatic Leader’, is also in favour of the boring leadership. She suggests evaluating leaders not just by their cognitive capabilities, but also by context-specific skills (someone great at production might not be the perfect fit for social media management) and ability to influence an organisation. The latter one is essentially about social skills, not a question of vision or intelligence. Well-managed companies set reasonable, strategic goals; set their staff up to contribute to them; and measure their progress. You might get disappointed that usually there is no superhero factor, but “the evidence is clear that boring management matters”.
Since it’s easier said than done, it’s not enough if someone is speaking about leadership attributes. Their actions reveal their true personality. That’s why here’s a list of actions that show some practical signs of good leadership based on our experience.
Leadership can be likened to steering a ship through ever-changing seas. As captains of their vessels, leaders must balance three essential elements: Vision, System, and People. The most effective leaders excel at navigating these three areas, ensuring that the ship not only stays on course but also thrives through calm and storm alike.
Just like a ship needs a clear destination, a team needs a leader with a strong vision. A great captain doesn’t just follow a predetermined route—they are prepared to adjust the course as needed, adapting to shifting winds and unexpected obstacles. This ability to navigate within structured flexibility allows the team to keep moving forward, even when the journey doesn’t go as planned.
Long-term thinking: Captains don’t just think about the next port but the entire voyage ahead. A great leader, too, balances short-term objectives with long-term goals, optimising resources like training, technology, and efficiency improvements to ensure success both now and in the future.
Structured flexibility: A visionary leader knows when to rethink the route, reframe the situation, and set new strategies when the seas become unpredictable. It is about staying within the framework till it works well and being able to change it and then remain with the new one till that serves you well. This might mean changing tactics or even setting a new destination when unforeseen challenges arise—similar to a captain who charts a new course to avoid a brewing storm. Here, the difficult part is when to take a shift and then adapt to that new setting.
Noticing patterns and integrating learnings: Much like how a seasoned captain observes weather patterns and ocean currents to adjust the sails, an astute leader notices patterns in data, reports, and market dynamics, and integrates these insights into their strategy.
Every successful voyage relies on a well-maintained ship and efficient operations. Leaders, like captains, need to establish systems that keep the ship running smoothly, ensuring that every part works in harmony. This requires attention to detail, adaptability, and a strong sense of resource management.
Efficient resource allocation: A good captain knows the strengths of each crew member and positions them accordingly—just like a leader who allocates resources based on strengths. For example, a team member with a knack for creativity is given roles where they can shine instead of doing repetitive administrative work or systematic project management duties.
Understanding the novelties of the world, daring to try out relevant innovations and adapting those that work. Just as a captain might test new navigation techniques or try a different route to find a more efficient path, a leader must be open to exploring new technologies and methodologies. They balance risk and reward, knowing that staying still can be as dangerous as sailing into a storm. By remaining adaptable and continuously integrating successful innovations, they ensure the ship remains ahead of the curve and ready for any challenge that comes their way.
Quick movement between tasks: In the midst of a voyage, the captain might be giving navigation orders one moment and handling a supply issue the next. Similarly, an effective leader moves swiftly between tasks, with low “transaction costs”, seamlessly switching focus between different issues, meetings, or projects.
Being present and observant: A good captain is always on deck, observing the sea, the sky, and the ship, ready to make adjustments. A leader, too, must stay present and engaged, absorbing information that could lead to critical decisions, valuable connections, or best practices.
No ship can sail without a dedicated crew. The heart of leadership lies in understanding and managing people. Just as a captain must be aware of the morale, strengths, and well-being of their crew, a people-centric leader fosters an environment of empathy, connection, and growth.
Empathy and emotional awareness: A captain who understands the emotional tides of their crew is better equipped to navigate them through rough waters. Similarly, an empathetic leader recognizes the emotional waves within their team, understanding how emotions impact performance and finding ways to keep everyone motivated and aligned.
Building connections: Great captains inspire loyalty not just through orders but by connecting on a personal level. Leaders, too, should ensure that their personality and values are present in their actions and communication, creating a more inclusive and supportive environment.
Inner drive for quality work: A captain takes pride in a well-maintained ship and a skilled crew. Likewise, a leader with an internal drive for quality sets high standards for themselves and their team, striving for excellence in every task.
Remember, a great captain is always learning, adapting, and leading with purpose, ensuring that their ship not only reaches its destination but thrives throughout the journey.
We’ve seen that management hires tend to be about professional expertise and now we know what attributes we should look for instead. So how to find your next leader when you have no direct information about the candidates? You might ask about situations where their leadership style is revealed indirectly.
It’s easy to rely on the obvious signals: their title, the way they speak in meetings, or the accolades they've earned. However, true leadership qualities often reveal themselves in more subtle, indirect ways—particularly in how someone navigates situations where their natural tendencies come to the forefront. To truly understand a leader’s style, consider how they handle situations where they have direct control over the outcome or where circumstances test their patience, adaptability, and problem-solving abilities. Think of everyday moments where you can check some of the attributes. Here are two examples for illustration, but you can find your own that suits your actual needs.
One of the most telling ways to observe a leader’s natural style is to see how they drive a car. In this situation, they have direct control over what happens and how it happens. Their approach to driving can provide valuable insights into their leadership tendencies.
When driving, especially in challenging conditions like heavy traffic or during a storm, does the leader remain calm and composed, or do they become anxious and reactive? A calm driver who handles stress with ease is likely to be a leader who can manage high-pressure situations without losing focus or clarity.
When stuck in a traffic jam, does the leader immediately start searching for alternative routes, considering various options to keep moving forward? Or do they become frustrated, feeling "drifted" or "carried off" by the circumstances, showing signs of helplessness or resignation? Leaders who are quick to adapt, think creatively, and actively seek solutions in such scenarios are more likely to demonstrate resilience and strategic thinking when faced with roadblocks in their professional lives.
Another revealing scenario is observing a leader in team sports. Here, their ability to collaborate, adapt, and respond to dynamic situations underlines their leadership style. In a team setting, where outcomes depend not just on individual performance but on how well the team works together, a leader's natural approach becomes evident.
Does the leader dominate the conversation, barking orders without listening to others? Leaders who are good at balancing assertiveness with encouragement can foster an environment where everyone feels valued and motivated to give their best.
In sports, situations change rapidly, and sometimes, one must shift roles or strategies quickly. Leaders who demonstrate versatility and a willingness to do what it takes for the team's success are more likely to be effective in dynamic business environments.
Team sports often involve setbacks—losing a point, or missing a goal. A leader who focuses on solutions rather than dwelling on problems is more capable of navigating challenges, and turning failures into learning opportunities.
True leadership often emerges in everyday scenarios, not just in boardrooms or formal settings. How someone navigates ordinary challenges—from driving in traffic to playing in a casual basketball game—can provide a window into their authentic leadership style.
When evaluating leadership potential, look beyond the usual indicators. Try to find a situation where their true behaviour can be revealed indirectly. By focusing on these subtle, indirect cues, you can uncover a deeper understanding of what makes a true leader and find those who are ready to guide the ship through both calm waters and stormy seas.
