They say knowledge is power. But after 15+ years leading engineering teams and leaders of different sizes and stages, I’ve learned something counterintuitive: knowing what to do is often the easy part. It’s the doing that trips us up.
I came across some fascinating research recently that validates something I’ve observed over 15 years of working with leaders — there’s often an inverse relationship between leadership knowledge and leadership action. Researchers Ahmadi and Vogel call it “the leadership knowing-doing gap,” and their findings challenge everything we think we know about developing leaders.
The Leadership Paradox
Picture this: You’ve read the books. You’ve attended the workshops. Your shelf is lined with leadership certificates. And yet, when the moment comes to have that difficult conversation with your team member, you freeze. Or worse, you intellectualize why now isn’t the “right time” to act.
Sound familiar?
You’re not alone. In a study of 22 managers across various industries, researchers found that this gap between knowing and doing isn’t just common — it’s almost universal. But here’s what’s really interesting: The research suggests that in many cases, more leadership knowledge actually makes the problem worse.
The Three Dimensions of the Gap
The research reveals that the knowing-doing gap operates on three levels:
1. The Awareness Problem
Most leaders don’t even realize when they’re falling into the gap. Like a fish doesn’t know it’s in water, we often don’t recognize our leadership failures in the moment. We only realize it later through:
- Reflection (usually during that quiet drive home)
- Feedback (when someone finally gets brave enough to tell us)
2. The Emotional Reality
This isn’t just a cognitive issue — it’s deeply emotional. The research uncovered a fascinating spectrum of feelings:
- When the gap widens: Frustration, guilt, and anxiety
- When we close the gap: Pride, relief, and satisfaction
- The surprise: Sometimes even closing the gap feels terrible
3. The Response Pattern
Leaders typically react in one of two ways when they recognize the gap:
- Immediate action (rare but powerful)
- Planning for future action (common but often leads to procrastination)
Why We Fail at Doing What We Know
Through my own face-plants and observations, combined with some fascinating research by Ahmadi and Vogel, here’s what’s really going on:
- The Technical Comfort Zone Trap We default to what we’re good at. Writing code feels productive. Measurable. Safe. Leadership? It’s messy, subjective, and the feedback loops are frustratingly long.
- The Confidence Paradox Nearly half of managers report low confidence in implementing leadership behaviors. Here’s the kicker: the more you know about good leadership, the more aware you become of how much you could mess up. It’s paralysis by analysis.
- The “I’ll Get To It Later” Syndrome 55% of managers consistently push leadership tasks to the bottom of their to-do list. We treat leadership like that gym membership we’ll “definitely use next week.”
The Controversial Truth About Leadership Development
Here’s where things get uncomfortable. The research reveals several counterintuitive findings that challenge conventional wisdom:
1. More Knowledge Can Be Dangerous
The more leadership theories you know, the more likely you are to:
- Get trapped in analysis paralysis
- Second-guess your instincts
- Look for perfect solutions instead of taking action
- Use knowledge as a shield against action
2. The Hierarchy Trap
Organizations say they want proactive leaders, but the research shows:
- 60% of managers see hierarchy as a barrier to action
- Most feel safer doing nothing than risking a mistake
- “Empowerment” often comes with invisible strings
- Middle managers feel particularly paralyzed
3. The Motivation Deception
Lack of motivation isn’t always a personal failure. Often, it’s a rational response to:
- Systems that punish leadership initiative
- Cultures that praise leadership but reward compliance
- Organizations that make leadership actions risky
What Really Keeps Us From Leading?
The research identified three critical barriers:
1. Motivation
- Individual: Personal drive and energy
- Organizational: Hierarchical constraints and mixed messages
- Reality: Most organizations unintentionally discourage leadership action
2. Prioritization
- The time trap: “Too busy” often means “too scared”
- The workload excuse: Task completion feels safer than leadership
- The reality: Leaders make time for what they truly value
3. Confidence
- The paradox: Overconfidence can be as dangerous as under-confidence
- The truth: Effective leaders often express more doubt
- The key: Building practical confidence through small wins
Breaking Free: A New Approach to Leadership
Based on the research, here’s how to actually close the knowing-doing gap:
1. Start Small
Instead of trying to transform into Satya Nadella overnight, pick ONE leadership practice to implement this week. Maybe it’s having that difficult conversation you’ve been avoiding, or finally setting up those skip-level 1:1s.
- Choose one leadership action you’ve been avoiding
- Set a 24-hour deadline to do it
- Don’t overthink it — just act
2. Create Accountability
Find another engineering leader at your level. Make a pact to try new leadership approaches and debrief weekly. Having a “spotter” makes trying new things less scary.
- Tell someone else what you’re going to do
- Set up regular check-ins
- Make your intentions public
3. Build Systems
You wouldn’t skip a critical deployment review. Treat leadership tasks the same way. I block 2 hours every morning for leadership work — no exceptions, no excuses. It’s as critical as any technical task.
- Schedule weekly reflection time
- Create feedback loops
- Establish support networks
4. Challenge the System
- Identify organizational barriers
- Build coalitions for change
- Create safe spaces for leadership practice
The Way Forward
The most powerful insight from this research isn’t about knowledge — it’s about action. Your team doesn’t need you to know more about leadership. They need you to:
- Have the difficult conversations
- Make the tough decisions
- Show up when it matters
- Act on what you already know
A Final Thought
Start with this simple exercise: Write down three leadership practices you know you should be doing but aren’t. Pick the smallest, least scary one. Do it tomorrow. Not next week. Not when you feel “ready.” Tomorrow.
Because here’s what I wish someone had told me earlier: The gap between knowing and doing never closes on its own. You have to build the bridge, one small action at a time.
Your team doesn’t need you to be perfect. They need you to show up, try things, learn, and keep going. That’s the real work of leadership – turning knowledge into action, one uncomfortable step at a time.