Why do we celebrate incompetent leaders? | Martin Gutmann | TEDxBerlin

Summary

The speaker contrasts two polar explorers, Roald Amundsen and Ernest Shackleton, to highlight how we often celebrate the wrong leaders. While Amundsen meticulously planned and achieved his polar expeditions with minimal issues, Shackleton's dramatic failures are more celebrated despite his poor preparation. This reflects a broader problem where we mistake action and drama for effective leadership. The speaker urges us to recognize and reward the 'boring' but essential management work that truly drives success, emphasizing that true leadership is often quiet and meticulous rather than sensational.

Takeaways

• 🧭 The script presents a thought experiment comparing two polar explorers, one successful and the other prone to disaster, to illustrate a point about leadership perceptions.
• 📚 It critiques the common celebration of Ernest Shackleton's leadership despite his failures, while the more successful Roald Amundsen is largely forgotten.
• 💡 The speaker suggests that society often falls for the 'action fallacy,' mistaking sensational stories for good leadership.
• 🤔 The script challenges the audience to reconsider what constitutes effective leadership, advocating for leaders who prevent crises rather than merely reacting to them.
• 🏆 It points out that the leadership industry and society at large have a bias towards celebrating certain types of leaders, often overlooking others who may be more effective.
• 🌐 The speaker, a historian, uses examples from history to highlight the issue of celebrating the wrong leaders and its impact on current leadership development.
• 📈 The script argues that the action fallacy can lead to the promotion of ineffective leaders, which in turn affects organizational performance and culture.
• 🔍 It calls for a reimagining of leadership, focusing on those who manage to avoid drama through careful planning and foresight, rather than those who create a spectacle.
• 📚 The importance of 'boring management' is highlighted, referring to the behind-the-scenes work of effective leaders that often goes unnoticed.
• 🚀 The script encourages looking beyond the surface to identify and reward leaders who contribute to long-term success rather than short-term drama.
• 🌟 It concludes by emphasizing the importance of recognizing and promoting leaders who prevent problems, as they are the ones who will guide organizations through challenges effectively.

Q & A

What is the thought experiment presented in the script about?

The thought experiment is about choosing between two polar explorers, one with a history of success and another with a history of failure, to lead an expedition. It challenges the common perception of what makes a good leader.

Who are the two polar explorers mentioned in the script?

The two polar explorers mentioned are Rald Amundsen, known for his successful expeditions, and Ernest Shackleton, known for his ill-fated but celebrated expeditions.

Why is Rald Amundsen considered a more successful polar explorer than Ernest Shackleton?

Rald Amundsen is considered more successful because he achieved all four major polar goals, including being the first to reach the North and South Poles and navigate the Northeast and Northwest Passages.

What is the 'action fallacy' as described in the script?

The 'action fallacy' is the mistaken belief that the best leaders are those who generate the most noise, action, and sensational activity, often confusing a good story with good leadership.

Why does the speaker believe we celebrate the wrong leaders?

The speaker believes we celebrate the wrong leaders due to biases such as racism and sexism, and the action fallacy, where we are drawn to leaders who create dramatic stories rather than those who effectively manage situations.

What impact does celebrating the wrong leaders have on organizations?

Celebrating the wrong leaders can lead to organizations not performing at their full potential, creating a toxic culture where good work is overlooked, and promoting a self-perpetuating cycle of flawed leadership.

What is the speaker's suggestion for reimagining good leadership?

The speaker suggests learning to ignore the 'captains of crisis' and instead celebrate those who mitigate drama through careful planning, process building, and creating positive cultures.

What term does Harvard Business School Professor Rafaella Sadun use to describe the behind-the-scenes work of good leaders?

Rafaella Sadun uses the term 'boring management' to describe the often unnoticed but crucial work of good leaders.

How does the speaker describe the difference between Shackleton's and Amundsen's leadership approaches?

The speaker describes Shackleton as a 'swimmer' who rushes recklessly into challenges, creating dramatic stories, while Amundsen is the one who studies and plans carefully, making his success seem easy.

What is the main message the speaker wants the audience to take away from the script?

The main message is to challenge the traditional perceptions of leadership, to look beyond the action fallacy, and to recognize and celebrate leaders who prevent crises through effective management.

What historical figures are mentioned in the script as examples of overlooked leaders?

The script mentions Toussaint Louverture, a former slave who became an influential revolutionary, and Frances Perkins, a key figure in President Franklin D. Roosevelt's New Deal.

How many leadership lessons can be drawn from Shackleton's Endurance expedition according to the speaker?

The speaker implies that while Shackleton's Endurance expedition is celebrated for its drama, it is not a fit story from which to draw leadership lessons due to the self-inflicted crisis and poor preparation.

What is the speaker's profession and area of study?

The speaker is a historian who studies leadership and its impact on various aspects of society and history.