Who Should You Listen To? Navigating Leadership Advice in the Age of Coaches and Consultants
Introduction: The Alvy Singer Problem
In Annie Hall, Woody Allen’s character Alvy Singer famously quips, “Those who can’t do, teach. And those who can’t teach, teach gym. And of course, those who couldn’t do anything, were assigned to our school.”
While undeniably humorous, the quote captures a sharp critique of perceived ineptitude in positions of authority or mentorship. It resonates particularly today, in a world where consultants and life coaches — some of whom have never actually run anything — feel qualified to advise seasoned CEOs and executives on how to lead their organizations.
This phenomenon mirrors a popular internet meme: “Give me the wisdom of a 25-year-old life coach with a lifetime of experience.” The meme humorously encapsulates the skepticism surrounding inexperienced individuals doling out advice to seasoned professionals. How can someone with so little practical exposure confidently guide those who have weathered the complexities of leadership?
This article explores who can truly give advice, how to weigh its value, and why even the “wisdom” of a 25-year-old coach might hold some merit — but only as one limited
The Rise of the Inexperienced Expert
In the modern corporate world, the influx of inexperienced consultants, coaches, and advisors has become increasingly prevalent. While many of these individuals bring fresh perspectives, it’s crucial to understand the role their advice plays — one input among many, but never the central one.
This dynamic of “one input among many” often reminds me to Giora Epstein’s description of transitioning from flying the Mirage to the F-16 in the TV series Dogfights. Epstein, a legendary fighter pilot, explains that flying the Mirage required direct control — it was the pilot’s skills, instincts, and decisions that defined the aircraft’s performance. In contrast, the F-16 introduced fourth-generation aircraft technology, where the pilot became just one of the inputs into a computer that made the ultimate decisions about the aircraft’s operations.
Similarly, a consultant’s advice — especially that of an inexperienced advisor — should never dictate the course of leadership. Like the F-16’s computer system, seasoned leaders must synthesize multiple inputs: the market landscape, internal team insights, customer feedback, and yes, even the advice of consultants. However, the leader retains ultimate responsibility for deciding which inputs to prioritize and how to act upon them.
The danger arises when an inexperienced advisor, much like an overambitious pilot in an F-16, begins to believe they are the sole input driving decisions. This perspective not only undermines the collective wisdom necessary for effective leadership but also risks steering the organization in a direction untethered from practical realities.
To be clear, this isn’t to dismiss the value of younger consultants or advisors entirely. Their ideas can spark innovation, challenge the status quo, and offer fresh perspectives. But their advice must be contextualized as part of a larger matrix of experience and judgment, not elevated to the role of primary navigator.
What Does It Take to Give Advice?
The real question is: Who can give advice, and how should it be weighed? Here are three dimensions to consider:
1. Experience vs. Perspective
- Someone with experience has lived through challenges, faced failures, and built a repertoire of knowledge through trial and error. Their advice is grounded in reality.
- On the other hand, a 25-year-old might bring a unique perspective — perhaps a fresh understanding of social media trends or Gen Z consumer behavior. But this perspective should complement, not replace, seasoned wisdom.
2. Breadth vs. Depth
- Leadership requires a wide lens — understanding not just the problem at hand but the broader context in which it exists. Seasoned leaders have seen how decisions ripple across an organization.
- Younger advisors might excel in depth within a specific niche, but their lack of breadth can lead to blind spots when addressing complex, interconnected issues.
3. Judgment and Context
- Advice is only as good as its context. Without the ability to see the bigger picture, advice can lead to missteps. This is where seasoned executives shine — they don’t just hear advice; they evaluate it against a wealth of context and past experiences.
The Value of the 25-Year-Old Life Coach
Despite these critiques, dismissing the 25-year-old coach entirely would be a mistake. The value they bring lies in their focused lens:
- Innovation: Younger professionals often see opportunities where seasoned executives might see risks. Their lack of “baggage” from past failures allows them to think boldly.
- Trends: Being closer to emerging social, cultural, or technological trends, they can offer insights that might escape older generations.
- Energy: Their enthusiasm can inspire teams and shake up stagnant cultures.
However, their insights should be taken with a grain of salt, incorporated into a broader decision-making framework rather than relied upon exclusively.
Balancing Advice and Leadership
Leadership, at its core, is about making decisions — not just collecting opinions. Good leaders know how to listen to advice from all corners, weigh it appropriately, and act with conviction.
Here’s where the value of experience shines. A seasoned leader knows that advice from a 25-year-old coach isn’t inherently bad — it’s just incomplete. It can inform a decision but shouldn’t dictate it. Wisdom lies in recognizing which pieces of advice hold value and how they fit into the bigger puzzle.
Hence the mentorship programs, as well as coaching — so that leadership based on experience and youthful fresh perspective can complement each other and deliver the best results.
Conclusion: The Role of Wisdom
The rise of inexperienced experts highlights a deeper question about leadership: How do we discern the value of advice? The answer lies in balance. Just as leaders should not ignore the fresh perspectives of younger voices, they also shouldn’t abdicate their judgment in favor of untested ideas.
As a leader, ask yourself: Are you gathering diverse perspectives, or are you overly reliant on those with either too little or too much experience in one domain? True wisdom lies in synthesizing insights from all sources while remaining anchored in your own judgment and vision.
Because, as Alvi Singer might agree, the best advice doesn’t come from the loudest voice — it comes from the wisest. And wisdom, unlike branding, cannot be rushed.
