Action Fallacy

The action fallacy in leadership is the mistaken belief that great leaders are those who constantly act, generate drama, and respond to crises visibly, regardless of whether those actions lead to meaningful or positive results. This bias causes organizations and societies to favor leaders who are highly vocal, bold, and dramatic. These are the ones who "save the day" during emergencies, while overlooking those who achieve success through careful planning, prevention, and quieter, less conspicuous efforts.

Understanding the action fallacy is critical because it encourages reflection before action and helps prevent inefficient, impulsive, or wasteful decisions. Leaders who rely on a high listen-to-talk ratio will inspire and empower their teams. And finally, those who feel that they must take credit for someone else's work are like stealing or even plagiarism. For many companies, there are no immediate consequences, but the organization is much more innovative than they may let on. Most CEOs can identify bad seeds over time and will take corrective actions before this behavior becomes a habit. Reward the strategic thinkers, promote those who lead by example, and publicly recognize high performers who prioritize results over style or volume.