In an ideal world, competence would naturally lead to advancement. Skill, intelligence, and the ability to deliver results would be enough to move people forward in organizations. Yet in many workplaces, the opposite happens. The people who are most capable often remain overlooked, while those who are less competent rise steadily through the ranks.
This happens because many organizations do not reward excellence as much as they reward comfort. Leaders tend to promote individuals who make them feel safe, understood, and unchallenged. These are people who know how to agree at the right moments, manage personalities carefully, and avoid saying anything that might disrupt the existing order. Their value lies less in what they contribute and more in how well they maintain emotional harmony with those in power.
Competent people, by contrast, often see flaws in systems and speak honestly about them. They notice inefficiencies, question poor decisions, and suggest better ways of working. While this should be welcomed, it is frequently interpreted as criticism or insubordination. In environments where authority is fragile, truth becomes uncomfortable. As a result, competence is reframed as a problem, and silence is mistaken for loyalty.
Over time, promotion becomes less about ability and more about compliance. Those who do not challenge leadership are rewarded, while those who push for improvement are sidelined. This creates a culture where appearances matter more than outcomes and where the safest strategy for advancement is to avoid standing out for the right reasons.
The consequences of this dynamic are damaging. When incompetent people occupy leadership roles, decision making deteriorates. Innovation slows because new ideas are seen as threats rather than opportunities. Morale declines as capable employees realize their efforts will never be properly recognized. Many eventually disengage or leave, taking their skills and insight elsewhere.
What remains is an organization that appears stable but is fundamentally weakened. Problems are hidden rather than solved, and mediocrity becomes the standard. The system sustains itself not through excellence, but through mutual protection and fear of discomfort.
At the core of this issue is insecurity. Strong leadership welcomes challenge and values competence, even when it is inconvenient. Weak leadership prioritizes emotional comfort and personal validation. Until organizations learn to distinguish between genuine contribution and surface-level agreeability, they will continue to reward those who make power feel comfortable instead of those who make progress possible.
In the end, the cost of promoting incompetence is never immediate, but it is always inevitable.
Culture Beyond the Mainstream 