The Novice Factor is one of the most destructive forces in leadership and organizational development. It exists on two levels. On the individual level, it essentially describes the tendency of inexperienced people to overestimate their competence in a particular area; this phenomenon is known as the Dunning–Kruger effect. On the institutional level, it describes the proliferation of amateur leadership development programs led by underqualified practitioners who claim expertise before they have earned it. When these forces converge, they create a dangerous illusion of competence, weakening both the credibility and impact of leadership development as a discipline.
The Individual Side: False Mastery
The Dunning–Kruger effect demonstrates that those who lack knowledge often also lack the ability to recognize their ignorance. To know that you do not know something requires a base of knowledge to measure yourself against. Novices do not possess that base. As a result, they believe they are far more skilled than they are. Just scroll through LinkedIn to see what I mean.
This illusion has predictable symptoms. Low performers resist feedback because it threatens their fragile self-perception. They echo platitudes that evoke a certain emotional response, rather than relying on science. They dismiss criticism rather than integrate it. They avoid reflection because it reveals their deficiencies.
By contrast, those who ultimately become experts often admit in hindsight how bad they once were. However, that admission is only possible after they have developed enough competence to see their earlier ignorance clearly. That requires one to humble oneself and admit they are a novice.
The novice, then, is not simply unskilled; the novice is unskilled and blind to their lack of skill. Unless broken, this cycle traps people at a low level of performance. This is precisely why professional development programs can be so helpful. Unfortunately, many novices often seek out novice programs that focus on personal narratives and feelings rather than challenging them. That’s not development; that’s a pep rally.
The Institutional Side: Amateur Leadership Programs
The Novice Factor also manifests on a broader level. Leadership development, unlike medicine or law, is largely unregulated. Anyone can call themselves a coach, trainer, or consultant. This open field has produced a flood of novice programs led by individuals with little or no formal education in leadership theory, behavior change, or organizational systems.
These programs often appear polished on the surface (complete with slick slides, motivational slogans, and catchy acronyms), but they truly do lack depth or scientific understanding. Moreover, they do not challenge biases, reinforce behavioral change, or measure outcomes. In fact, some rely entirely on charisma and storytelling without connecting to theory or evidence. In other cases, individuals simply exaggerate credentials or experience.
Let’s be clear about something: you cannot teach what you have not fully examined, and the actual science of leadership is far more than a John Maxwell ‘certification’ and a collection of LinkedIn memes. Yes, it matters! The consequences are serious.
Organizations invest in training, only to see no measurable results. Employees walk away inspired for a day but unchanged in practice. Over time, leaders conclude that “leadership development doesn’t work.” The field itself loses credibility, not because leadership development is ineffective, but because it has been entrusted to those without proper expertise. Moreover, the bad ideas professed in such programs infect homes, businesses, and communities with stagnation and decline. This is the Novice Factor on an institutional scale.
Escaping the Novice Factor
Escaping the Novice Factor requires vigilance, both personal and organizational.
Keep learning. Leaders must treat education as a continuous responsibility. Reading theory, testing against practice, and confronting new ideas ensure competence grows over time.
Take criticism. Feedback is the antidote to false mastery. Leaders must invite critique, even when it is uncomfortable, and act on it. Those who cannot accept correction remain trapped at their current level.
Explore pitfalls. Reflection must include failures. Ignoring mistakes sustains delusion; studying them produces growth. Leaders who search for weaknesses protect themselves and their organizations from blind spots.
Evaluate training rigorously. Organizations should demand more than enthusiasm and buzzwords from facilitators. They should ask what models underpin the program, what methods ensure behavior change, and what metrics prove effectiveness.
Be honest about limits. Pretending to expertise erodes trust. Leaders who acknowledge what they do not know earn credibility and invite collaboration. The same is true for development providers. Transparency about scope and limitations distinguishes genuine professionals from those who are not.
Why It Matters
Understand that the Novice Factor is more than a personal failing. It is a structural hazard that undermines both individuals and organizations. When leaders overestimate their competence, they mislead themselves and their teams. When organizations invest in amateur programs, they squander trust, resources, and opportunities for real progress.
Escaping the Novice Factor requires humility, discipline, and discernment. Humility to admit limits, discipline to continue learning, and discernment to separate genuine expertise from shallow performance. Without these, both leaders and organizations remain stuck in cycles of failure. With them, they can grow into the kind of competence that transforms individuals, teams, and entire institutions.
The novice who refuses to grow will remain a novice. The novice who acknowledges ignorance and pursues improvement will eventually outgrow it. The same is true for leadership development as a field: when it demands rigor, honesty, and substance, it escapes the Novice Factor and fulfills its promise. If it doesn’t, you get exactly what you have.
Learn More: Differences in Leadership Programs (Novice Factor)
