Game development is a complex and intricate process, and poor leadership can be the silent killer of progress. In a recent investigation, we delved into the often-overlooked impact of subpar leadership on game development timelines. But here's where it gets controversial: while technology like generative AI promises to revolutionize the industry, the real bottleneck might be the humans in charge.
After publishing a piece on the lengthening of game development cycles, we were inundated with responses from readers asking, "Why didn't you mention bad leadership?" It’s a fair question, and one that deserves a deep dive. But what exactly constitutes 'bad leadership' in game development? Is it a universal set of flaws, or does it vary from studio to studio? To find out, we spoke with six industry veterans who shared eye-opening stories of how poor leadership derailed projects, sometimes irreparably. (Some requested anonymity to speak freely, fearing retaliation.)
And this is the part most people miss: It’s not just about individual mistakes; it’s about systemic issues that can cripple a project. For instance, you can have the most advanced tools in the world, but if your team leader constantly shuffles roles or demands unrealistic changes, progress will stall. It’s like building a racecar with a team that keeps changing mechanics mid-race—no matter how fast the car is, it’s doomed to fail.
We identified seven key traits of poor leaders that consistently slow down game development. These aren’t just minor annoyances; they’re major roadblocks that can doom a project. Let’s break them down:
1. Failing to Understand the Realities of Game Development
Leaders who skip crucial steps like 'grey-boxing' in level design or demand highly polished material early on can waste months of work. For example, 3D rigger Sol Brennan recounted how skipping grey-boxing led to endless rework when level designs changed. Is it ignorance or arrogance? You decide.
2. Failure to Trust Employees
Requiring sign-offs from too many leads or ignoring employee feedback can grind progress to a halt. One anonymous developer shared how a lack of trust led to weeks of work being stuck in limbo because leads couldn’t agree. Does micromanagement ever truly work, or does it just breed resentment?
3. Treating Developers as Interchangeable
Expecting developers to seamlessly switch genres or ignoring the institutional knowledge lost when employees leave can be disastrous. Masao Kobayashi noted how studios often chase commercial trends without considering their team’s expertise. Is this a recipe for innovation or failure?
4. Slow Decision-Making
Leaders who take weeks or months to make decisions—or worse, demand consensus from too many people—can paralyze a project. One developer recalled a lead who obsessed over minor story details while the team waited in frustration. Is indecision the worst form of leadership?
5. Providing Useless Feedback
Vague critiques like "make it cooler" or rejecting work without explanation leave developers guessing. A level designer humorously compared it to being asked to "get a better rock." Does this sound familiar? How can teams thrive under such ambiguity?
6. Demanding Sudden Changes
The infamous "our creative director played X game over the weekend" scenario can lead to abrupt, poorly thought-out changes. One writer noted how late narrative shifts can derail entire departments. Is this creativity or chaos?
7. Vague Crunch Policies
Promising "no crunch" while setting impossible deadlines or capping hours for hourly workers often leads to unpaid overtime. Is this ethical, or just another form of exploitation?
These behaviors aren’t just frustrating—they’re costly. They waste time, money, and talent, and they’re entirely preventable. But here’s the real question: Is bad leadership a structural issue, or an individual one? Robert Caro’s quote, "Power reveals," suggests that leadership isn’t just about actions but about the nature of the authority itself. Can we redefine power in game development to prioritize collaboration over control?
AI won’t solve these problems. The solution lies in listening to the people who actually make games. So, what do you think? Is the industry ready to confront its leadership crisis, or will it continue to blame technology for human failings? Let’s start the conversation in the comments.
