Beware of Learned Incompetence

Observations from Managing Partner Jen Prosek in the Leading in Volatile Times Newsletter.

I don’t know a single founder or CEO who didn’t show enormous grit and hustle on the way up. Many came from humble beginnings and made real sacrifices to build their careers.

But once they reach the corner office, especially inside a large global organization, something funny can happen. I call it “learned incompetence.”

Leaders accumulate so much support around them – multiple assistants, chiefs of staff, vendors to manage every detail of life – that they gradually lose the ability to do everyday things on their own.

To a degree, this is necessary. Leaders with enormous responsibility must delegate. Most white-collar workers outsource some things at home too. But taken too far, it becomes destructive.

The biggest danger is losing perspective on the day-to-day challenges of employees who don’t have the same support.

When I was in business school, one of my professors wrote extensively about the narcissistic leader. Some of the data suggested that when a CEO buys a new corporate jet or builds a massive headquarters tower, it may be time to short the stock.

But the deeper issue with learned incompetence is knowing where the line is. And that requires emotional intelligence and judgment.

In this focus group of one, here are a few thoughts on what leaders should keep doing themselves — and what they can safely outsource.

Stay current in your craft
I believe leaders must keep a hand in the actual craft of their business.

As CEO of my firm, I am obviously not running every account. But I remain deeply involved in many of them and am always willing to dive into the weeds when necessary.

If I became purely an operator, it would limit my ability to lead and motivate the team. Staying close to the work helps me understand their challenges and keep them inspired.

Keep a handful of “grit activities”
As a founder or CEO, you simply cannot do everything yourself anymore. Outsourcing becomes necessary.  But I strongly believe leaders should keep a handful of tasks that maintain grit and self-reliance.  For me that includes doing my own laundry, helping my teenager with homework so I stay current with her schedule, and building my own PowerPoint decks

Keep a truth teller close
Every leader needs at least one person who will tell them the truth. Someone who will say:

“Your ego is getting in the way.” “That speech didn’t land.” “You’re missing the point here.”

A good truth teller doesn’t criticize constantly, but when it matters, they speak up.

Be careful about your optics
As someone who lives and breathes reputation management, I can tell you: people are watching your every move. Are you posting too many luxury trips on Instagram? Driving a brand-new sports car and parking it in the front row at the office?

Leaders who drift into learned incompetence often start flexing too much. That may be a personal choice, but reputationally it’s usually a mistake.

Remember your team is an extension of your brand
Watch closely how your support team interacts with others.  Too many rescheduled meetings (that you may not realize are being rescheduled) or brusque interactions with your network can send the wrong signal about you without you even knowing it.

I stay as close as I can to my indispensable team, watching how they interact with others and making sure we do not reschedule people too many times.  You never want to send the signal to others that you don’t value their time.

++

In a future where AI and tech will wipe out workers who don’t know how to optimize it, watching for learned incompetence is especially important.

I once asked a tech investor how they evaluate the companies they invest in.  The answer stuck with me.  He said he looks for “the technologically curious CEO – someone who experiments with technology themselves and has a hands-on understanding.”

Learned incompetence is not just reputationally unattractive, it might just damage your future career.

Follow Jen’s Leading in Volatile Times Newsletter on LinkedIn.