Why "Just Do It" is Terrible Advice for New Leaders
It hangs there, in the air, a mantra of action, a seemingly benign encouragement: "Just do it." We find it plastered on motivational posters, uttered in pep talks, and whispered as a secret to success. Yet, for new leaders, this phrase is less of a guiding light and more of a dangerous precipice, a siren song leading to potential catastrophe.
Leadership transcends mere action. It's an intricate balance of thoughtful consideration and decisive execution, interwoven with vision and empathy, and grounded in a deep appreciation for those being led. The slogan "Just do it" oversimplifies this intricate process, reducing it to a superficial urge to act without clear intention or thoughtful analysis.
When Nike unveiled "Just Do It" in 1988, they captured an ethos of fearless action. It resonated deeply because taking action, particularly in sports, is frequently a matter of overcoming psychological hurdles. But leadership isn't a sport. It’s not about sprinting solo towards a finish line; it's about guiding others through nuanced human landscapes toward collective success. Leaders, especially new ones, cannot afford the luxury of reckless momentum. Leadership demands thoughtful reflection, meaningful engagement, and deep understanding qualities inherently opposed to "just doing it."
"When I spoke with a first time manager last month let's call her Maya confessed through tears: "I thought being decisive was everything. Three months in half my team is disengaged and I've made decisions I'm now desperately trying to undo." Maya had followed the "Just Do It" playbook perfectly and was failing spectacularly.
The common "just do it" mantra offers poor guidance for new leaders. The issue extends beyond a simple dichotomy of patience versus impulsiveness, revealing a more profound misunderstanding of the essential elements of effective leadership.
The Illusion of Action
"Just do it" implies that action is the sole virtue, that any movement, any decision, regardless of its rationale or consequence, is inherently good. For new leaders, especially those eager to prove themselves, this can be intoxicating. They rush in, make pronouncements, implement changes, all in the name of "doing."
But what are they doing? Are they building bridges or burning them? Are they fostering collaboration or creating chaos? Often, they do not know. They are caught in the whirlwind of action, too busy moving to see where they are going, let alone where they are taking their team.
A newly promoted and enthusiastic leader, Amina, quickly adopted a "Just Do It" approach, leading to swift decisions and immediate project launches. While this initially created a sense of energy, her team soon felt ignored, strategic mistakes increased, and frustration grew. Amina mistook rapid activity for real progress. Her experience demonstrates that acting without careful thought, like driving blindfolded, can lead to failure despite the initial boldness.
This kind of action, devoid of strategy, is often more destructive than inaction. It can lead to:
- Burnout: Leaders rush from one task to the next, driven by the need to "do," neglecting their well-being and the well-being of their team.
- Misdirection: Leaders make decisions without proper consultation or analysis, leading the team down the wrong path.
- Erosion of Trust: Leaders change direction frequently, driven by impulse rather than strategy, leaving the team feeling confused and distrustful.
The "Just Do It" mindset reduces leadership to visible action, but the most consequential leadership work happens in spaces between actions: the listening, the reflecting, the understanding of complex human systems.
As Chimamanda Ngozi Adichie might point out, this rush toward action often reflects a particularly Western, masculine narrative about power and effectiveness that dismisses the relational foundations upon which all meaningful leadership rests.
Research by Amy Edmondson at Harvard shows that psychological safety and not swift action predicts team performance. Teams need to trust that their thoughts matter before their hands move. Yet new leaders, anxious to prove themselves, often begin by demonstrating what they can do rather than understanding what should be done.
The Hidden Cost of Premature Action
When new leaders "just do it," they unintentionally communicate three destructive messages:
- "I don't need your input" - Every unilateral early decision tells team members their knowledge is dispensable.
- "I value speed over accuracy" - Rushing signals that being fast matters more than being right.
- "I'm leading from fear" - Immediate action often masks insecurity about one's leadership legitimacy.
A study from Columbia Business School found that leaders who took time to observe before making significant changes were rated 32% more effective by their teams than those who made immediate, visible changes. The difference wasn't in their competence, but in their earned credibility.
The Value of Reflection
True leadership requires a different approach. It requires pausing, reflecting, and considering the consequences of action. It requires understanding the context, the culture, and the people involved.
Instead of "just doing it," new leaders should ask themselves:
- Why am I doing this? What is the goal? Is it aligned with the overall vision of the organization?
- How will this affect my team? Will it empower them or overwhelm them? Will it inspire them or discourage them?
- Have I considered all the options? Is there a better way to achieve the goal? Have I consulted with others who may have different perspectives?
These questions force leaders to slow down and think critically. They encourage them to move from impulse to intention, from reaction to response.
A Better Way Forward
Instead of "Just Do It," new leaders need permission to "Just Be It" first.
Here are four practical alternatives:
First, create your leadership ethnography. Spend your initial weeks as an anthropologist would—observing patterns, asking curious questions, mapping the cultural terrain. Document what you're learning: "I notice decisions here require consensus" or "I observe people avoid disagreeing in meetings but express concerns afterward."
Second, build relationship capital before spending it. Hold one-on-one conversations with each team member with no agenda beyond understanding their experience. Ask: "What makes this team special?" and "What keeps you up at night?" These conversations aren't delays to action; they are the foundation all meaningful action will rest upon.
Third, find the truth-tellers. In every organization, there are people with informal influence and institutional knowledge who can tell you where the real constraints lie. One senior executive I worked with calls this "finding the person who knows where the bodies are buried." These relationships will save you from catastrophic early missteps.
Finally, signal thoughtfulness deliberately. When pressed to make quick decisions, say explicitly: "I want to give this the consideration it deserves" or "I'd like 24 hours to process this properly." This isn't indecision—it's modeling the reflective leadership your organization actually needs.
Chimanada Ngozi Adichie reminds us in her works, the danger of a single story. The "just do it" narrative is just one story, a narrow, limiting view of action. There are other stories, stories of contemplation, of collaboration, of thoughtful decision-making. These are the stories that new leaders need to embrace.
Adam Grant explores the power of rethinking. New leaders must be willing to question their assumptions, to challenge the status quo, to entertain the possibility that they might be wrong. "Just do it" leaves no room for rethinking; it demands blind action.
True leadership is not about being the first to act. It is about being the first to understand, the first to empathize, the first to create a vision that inspires others. It is about building a team, not just completing tasks. It is about fostering growth, not just achieving goals.
"Just do it" is a seductive phrase, but it is not the path to effective leadership.
For new leaders, it is far more important to "think it through," to "feel it out," and to "lead with intention." It is in the spaces between action, in the moments of reflection and consideration, that true leadership emerges. It is in recognizing the many stories within a single narrative, that we can really lead and not simply ‘do’.
Leadership is a responsibility to people, a complex undertaking that deserves nuance, that requires patience, and more importantly, deep, humane thinking. Let’s not be driven by the surface-level simplicity of "just do it." Instead, lets strive for the profound complexity of meaningful, thoughtful leadership.Why "Just Do It" is Terrible Advice for New Leaders
