Category Archives: Competence

We Never Fix the Real Problem

I was getting major push-back from Emily. She appreciated the logic, but, still, there was an internal struggle.

“My guys on the line have been putting these units together for years. They have the experience. They are competent at the assembly,” she said.

“Then what are you dissatisfied with?” I asked.

“Well, we still get too many rejects and they always fall short in unit count at the end of the day,” she replied. “But they know how to do their job.”

“Then, what do they say the problem is?”

“Well, first, they say the daily target is too high. Some say the line runs too fast. Some say it runs too slow. It’s too noisy. For some it’s too hot, others, it’s too cold. You want more? I got excuses as long as my arm.”

“So, they say the cause of the problem is always an external factor, never because of their incompetence?”

“Oh, absolutely. Don’t even go there,” she cried.

“Then, let me go farther and substitute a word for incompetence. Much failure is caused by stupidity.” I stopped. “We don’t talk much about stupidity in the workplace. The reason we don’t talk much about stupidity, as the cause of failure, is that, as managers, we don’t know how to fix stupidity. So we try to fix all kinds of other things. We speed up the line, we slow down the line, we change the temperature. But we never address the real problem, stupidity.” I could see Emily’s eyes grow wide.

“Emily, I use the word stupidity because you get the point in a nanosecond. Now, put the word back, think about incompetence. Much failure in the workplace is caused by incompetence. But we, as managers, don’t know how to fix incompetence, so we try all kinds of other things. We never address the real problem, incompetence.”

Competence Trumps Fear

“It sounds too simple,” protested Emily. “People do things because they can? It sounds like circular logic.”

“It is what it is,” I laughed. “Emily, think about it. If you do not have the competence to perform a task, what is your confidence in your ability to perform?”

“You mean, if I can’t sing, I don’t sing?”

“Right. Why don’t you sing?”

“Well, I really am not a very good singer, so except in church (where I am a virtuoso), I am embarrassed to get on a stage or behind a microphone.”

“Fear drives a lot of behavior. It is a very powerful emotion and prevents us from much achievement. But competence trumps fear. That is why competence is a critical link in success.

“Incompetence creates most failure. But most people want to blame their failure on some external circumstance. Most people are unwilling to see their own incompetence. Most people are unwilling to look inward for the key to their success.”

Why Does a Manager Manage?

“Emily, why does a race car driver press the metal in excess of 200 mph to win a race?” I asked. “Why does a singer perform on stage? Why does an ice skater reach their peak in international competition? Why does a manager manage?”

Emily knew there was a very specific answer to this question, so she waited.

“They all do those things because they can. They spent great periods of their life creating habits to support the skills that drive them to the top. They reach high levels of competence because they practiced, tried and failed, got better and practiced some more, with a discipline to master those skills. They perform at a high level because they can. The people who did not master those skills, who were not competent, were eliminated in the first round.

“Those who achieve mastery are a select few. And that includes effective managers.”