Since data is a (relatively) new capability, and most companies don't know what success looks like yet - it's even easier to pull this off. 
This describes quite a few of the data leaders I've worked underhttps://twitter.com/shreyas/status/1339997380335128576 …
First-time founders, CEOs, and even employees should understand the playbook of the Incompetent Leader (IL).
The IL is savvy & charismatic, and excels at 4 things:
1) Feign competence
2) Create confusion
3) Buy time
4) Fail up
The IL playbook & what to do about it
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Yeah, for sure. It doesn't help that there aren't commonly agreed upon ways of organizing large groups of DS either. Even really huge data teams are tiny compared to a lot of engineering teams
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The discipline is quite new still and people in high positions are in a way pioneers, with everything good and bad about it. Most of them did not have proper mentors, for instance.
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That is very true, and in most cases, I don't think it's malicious. Of course, that thread isn't about data leaders in particular, and there are parts of leadership that are universal. You can learn from anyone, which as you said, includes good both good habits and bad habits
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Omg I admit. I'm reading this and wondering if I'm an IL. Paranoia and imposter syndrome are gonna be my downfall
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Oh no! It's important to remember there can be good reasons for doing these things too. And besides, the real spirit of the thread is that ILs find ways to not be accountable for the things that are going wrong in their org
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