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Assume for a minute that one of your co-workers spends most of the workday sending texts, using the web for non-work-related efforts, or otherwise wasting time. However, they still have a positive, buddy-buddy relationship with the boss. The co-worker gets rewarded with a “good job” from the boss and gets the same perks despite investing minimal effort into the job. The situation is so bad you often find yourself saying, “Really? Come on! They don’t do anything.”

Now imagine that same response multiplied – through people, teams, and the entire company. It’s easy to see how morale can be quickly impacted and create a toxic corporate culture.

The Reason Incompetence is Praised

An article published by the Harvard Business Review featured Annie McKee, Ph.D., the founder of the Teleos Leadership Institute. She was also a co-author of the following books, “Becoming a Resonant Leader” with Richard Boyatzis, “Primal Leadership” with Boyatzis, and the author of “How to Be Happy at Work.”

McKee says the reason is that many companies will promote people for the wrong reasons. Ineptitude in managers is common. Some people will get ahead because they show results or have the right technical capabilities, but they often don’t have the required skills to be a supervisor. (1)

Avoid Rewarding Incompetence

Here’s what you do to manage your workday when it seems that incompetent people get ahead.

Communicate effectively

It is essential to establish a communication method that everyone is expected to use. As you develop this communication system, give examples of sharing information and discussing their progress. For example, let employees know that there will be a written follow-up after every meeting or a meaningful face-to-face conversation that summarizes what was discussed and what comes next. That way, everyone can use their notes when they need information.

Show what you can do

An article by Monster.com gives insight into steps you might take if your boss is the incompetent one. The ability to overcome a boss’s incompetence is to compensate for your bosses’ areas where they are deficient.

The article goes on to say that “It’s to the employees’ advantage to discover their boss’s weaknesses and assist them in those areas.” If they want to be on a winning team, they need to recognize that their boss is the team’s captain. Employees will get farther ahead in a company if they associate themselves with a successful project (or two). If an incompetent boss struggles with complicated ventures, it might be necessary to guide them through the project until it is completed. This effort will make the employee look good by making the team look good.

Accountability is one of the best solutions no matter someone’s role in the company.  When working on projects or goals, someone must have an action list.  Each person then can volunteer (or be assigned, if needed) specific actions.  The key is that everyone needs to understand their role in the overall process.  If they don’t complete the work, if it isn’t on time, if it isn’t done correctly, etc., this slows everyone else down and can even prevent reaching the objectives.

Use action items instead of task lists
Task lists are never as effective as action items. Some staff members may struggle to break down tasks into less complex and more meaningful actions or forget certain elements needed to complete a task thoroughly.  As a result, the task can seem overwhelming. There may be action items (e.g., missed steps) that are forgotten, and elements are hastily prepared at the last minute, etc.

For example: “Complete the October Report for Mark” is a task item.  However, action items that break the task into smaller, bite sizes can often move things forward and provide documentation for consistent processes. Action items for the above example might include: “pull the details from XYZ data set,” then “take screenshots of ABC production line items,” and so forth that make up the steps necessary to develop the full report.

Be a resource

If an employee sees that a peer seems to be struggling and can’t get out of a project, it would be helpful to step forward and offer guidance.  Offering a helping hand and advice can help ensure that the co-worker can live up to their responsibilities. This advice can happen with a one-on-one meeting to work out the problems. Sometimes this is all it takes to get an individual back on track.

Voice concerns
The most common reaction is to avoid speaking up, whether it’s with a boss or a cranky or temperamental co-worker. A study by Training Magazine found that the average worker wastes seven days: complaining to others (78 percent), doing extra or unnecessary work as a result of incompetence (66 percent), experiencing negative thoughts/feelings about the problem (53 percent), getting angry (50 percent). (2)

However, being complacent instead of assertive about incompetence doesn’t solve problems; it only adds to them.

While talking to another leader about your boss’s incompetence may be stressful, or you may worry that discussing a co-worker’s inadequacy may pose issues, recurring situations must be addressed and promptly.  A great leader will have the time to listen if you make sure to present your case correctly.

    1. Ensure the conversation occurs in private and is confidential. Send a text, private message, or email and request a time to speak with privacy and security in mind.   Also, it allows for the right time and place for the conversation to happen.
    2. Prepare for the conversation when you aren’t emotional (e.g., angry, frustrated, irritated, etc.) This preparation allows for more objectivity and a more professional presentation of the issue.
    3. Speak with honesty and integrity. Own up to issues you may have made that contributed to the problem (e.g., not providing enough training, redoing the work instead of mentoring, etc.)
    4. Provide examples if available. This example doesn’t need to be multiple documents, but just one example verifying or illustrating the incompetence issue.  If you have kept track of time, include this information as well.
    5. Allow for feedback. Sometimes there will be constructive feedback that may be difficult to hear.  Be prepared to ask questions in a non-threatening and non-argumentative manner to clarify any misunderstandings, lack of clarity, etc., that could have led to any perceptions of incompetence.
    6. Offer solutions to fix the problem or provide a resolution. Keep in mind that incompetence is not always an instant fix.  Sometimes this will require additional work on multiple fronts.
    7. Set up goals or objectives and timelines to reevaluate. Problems don’t get resolved unless there are progress check-ins and timelines to achieve the goal.

Find a company with higher standards

If you are unable to make a difference with either the incompetent co-worker or a boss, and after considering options, it may be time to take your tools and talents to another employer in a new position. If you are considering a move and the reluctance seeps in (as it will), you need to remember that incompetence and mediocrity aren’t just temporary complications; it also means that the company will be less successful. There will be less to learn with limited opportunities. You will be better off in an environment better suited to your work ethic. (3)

Discover more inspiring ideas for exciting experiences that boost morale and engage your people. Contact Gavel International for details.

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SOURCES:

  1. https://www.theladders.com/career-advice/workplace-rewards-incompetence
  2. https://trainingmag.com/interpersonal-incompetence-costs-organizations-time-and-money/
  3. https://www.theladders.com/career-advice/workplace-rewards-incompetence

This article was last updated on November 23, 2022

Jim Bozzelli
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