This week we dig into a persistent industry trope: the idea that specialists — especially technical ones — can’t communicate, can’t lead, and can only see the world through technical solutions. From TV archetypes to consultant bias to leadership taxonomies, we explore where this stereotype comes from, how it survived, and why it quietly influences hiring, sales, and trust even today.

Along the way we talk about leadership as a learned skill, not an innate trait; why caring about the craft is essential if you want to lead specialists; and how unconscious bias subtly shapes who gets listened to in a room. We also dip into Matt’s four leadership styles, Maxwell’s levels, the idea of leadership capital, and what sales culture taught us about credibility and communication. The usual tangents are present too — jiu-jitsu, military leadership, consulting culture, and a couple of war stories about “selling what’s on the truck.”

For all the myth-busting, the episode lands on a simple truth: leadership and expertise are independent skills. If you want to lead, you need to care — about the people, the domain, and the work. And if you want to lead specialists, you have to learn enough of their world to respect it.

What we cover:

Properly beer-driven this week — both of us on home brews.