In Praise of Being Boring

We tend to think leadership should be exciting and charismatic, maybe a little flashy. And there is a place for that, especially in the modern world. But some of the most important leadership in our lives is almost invisible.

Years ago, I coached someone who worked for the Standards Council of Canada. If you’re not familiar with it, they’re responsible for developing and promoting standards that keep things safe, reliable, and consistent.

I’ll be honest, at first, his job sounded boring to me. But he was anything but bored. In fact, he was so passionate about standards that it was infectious.

He used to say, “When you press the elevator button in Canada and the doors open, do you ever worry you’re about to fall down the elevator shaft?” Of course you don’t. You step in assuming the elevator will be there, that the floor will be level, that the doors will close, and that you’ll arrive safely. That confidence exists because of standards. Because someone, somewhere, obsessed over the details so you wouldn’t have to.

In other parts of the world, that assumption isn’t always safe. People do fall into empty elevator shafts, because the systems aren’t consistent, regulated, or reliable.

That’s what boring leadership looks like when it’s done well. You don’t notice it. You just trust it.

I was reminded of this recently while reading an article about Canadian Prime Minister Mark Carney. What stood out in the examples about him wasn’t showmanship, but seriousness, evidence and logical thinking, and preparation. There is an understanding of how systems work and how decisions ripple outward. But competence often looks like boring.

Frankly, that’s what I want from a government.

I don’t want to think about it every day. I don’t want constant drama, personality, or performance. I want the machinery behind the scenes to work quietly, predictably, and responsibly. I coach many Canadian public servants, and that is exactly what these individuals do: thoughtful, diligent, steady work that most people never see.

We see this same confusion in workplaces.

The people with the biggest personalities and the most presence often get noticed first. They speak well. They command the room. And sometimes they get promoted faster than others. That’s not to say they aren’t good; it’s to say that sometimes others who are quieter and less visible, are equally good.

I talk a lot about how leaders need vision, strategy, engagement, and empathy, and I stand by that. But competence matters too. The best leaders often make things feel boring because they’ve removed unnecessary risk. 

If leadership constantly feels exciting, urgent, or chaotic, that might not be a sign of brilliance. It might be a sign that something important is missing.

Sometimes, boring is exactly what good leadership looks like.

If you’re a leader, ask yourself: where have you invested in standards, systems, preparation, and strategic thinking, and where might you be relying too much on urgency or personality instead?