Why companies keep hiring ‘bozos’ – and how to stop

Steve Jobs didn’t mince words when it came to his thoughts on corporate managers.

The legendary founder of Apple famously labelled many of them “bozos” not out of personal disdain but because he believed they were masters of administration yet lacked the ability to actually do the work.

In a 1985 interview, Jobs expressed his frustration with professional management hires at Apple:

We went out and hired a bunch of professional management; it didn't work at all. Most of them were bozos. They knew how to manage, but they didn't know how to do anything.

Fast forward to today, and the problem remains. Many companies continue to hire managers who excel at managing processes but bring little real-world expertise to the table. These are the leaders who enforce policies, schedule meetings, and fill out performance review forms – but struggle to inspire teams or drive meaningful innovation.

It’s time to rethink how we define leadership and put an end to hiring “bozos” who add layers of complexity without adding real value.

Expertise first, management second

Jobs believed the best managers were first great individual contributors. People who had mastered their craft and only stepped into leadership because they saw a need, not because they were chasing a title.

Companies should take note. Instead of prioritising candidates with traditional managerial credentials, organisations should promote those who have demonstrated excellence in their field – whether in engineering, design, sales, or another domain.

When leaders have hands-on experience, they gain credibility and can guide their teams with real insight rather than abstract theories.

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Leaders inspire, managers maintain the status quo

There’s a fundamental difference between leadership and management. Managers often focus on maintaining order – keeping projects on track, enforcing policies, and ensuring compliance. But leadership is about vision, inspiration, and the ability to bring people together to achieve something greater than themselves.

Jobs favoured leaders who stepped up not because they wanted power, but because they felt no one else could do the job as well as it needed to be done.

When hiring managers, companies should ask:

• Can this person articulate a compelling vision?
• Do they inspire and empower their teams?
• Do they bring expertise that adds value beyond administrative tasks?

A manager who simply enforces the status quo is not a leader. A leader is someone who pushes boundaries and gets people to believe in what’s possible.

Beware of hierarchy for hierarchy’s sake

One of Jobs’ biggest criticisms of professional managers was that they often created unnecessary layers of hierarchy, stifling creativity and innovation. At Apple, he championed a culture where decision-making power rested with those closest to the work, rather than with layers of middle management.

Too often, companies create bureaucracies that slow everything down. When hiring, businesses should be wary of candidates whose primary skill is enforcing processes. Instead, they should prioritise leaders who break down silos, foster open dialogue, and create an environment where people feel empowered to innovate.

Hire for vision and passion

Jobs believed leadership was about articulating a common goal and fostering consensus. Managers who simply maintain operations without driving a larger vision will never lead organisations to greatness.

Businesses should assess leadership candidates based on their ability to think strategically, inspire teams, and create a sense of shared purpose.

At the end of the day, the best managers are those who:

• Have excelled as individual contributors.
• Step into leadership because they believe in the work, not the title.
• Prioritise vision and collaboration over rigid control.

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Companies need to break free from the habit of hiring managers who manage for management’s sake. The most successful organisations are those led by people who know how to build, create, and inspire – not just boss people around.

Businesses that take this approach are more likely to avoid hiring “bozos” and instead build leadership teams that actually drive meaningful success.

The corporate world is littered with ineffective managers who climbed the ranks by ticking the right boxes rather than demonstrating real leadership. If employers want to thrive, they need to stop rewarding bureaucracy and start elevating those who bring real expertise and vision.