Further to my earlier post, I wanted to provide some tips on how to spot incompetence in an employee or, especially, in managers and executives. I understand that incompetence may be a subjective view. What some view as incompetence others may see as cautionary, conservative or even adequate. But here’s what others have identified as incompetent or dysfunctional behaviour or personality traits in managers and leaders.
Incompetence is not black-and-white. It comes in many shades. And incompetence doesn’t (always) mean stupid: intelligent people may get promoted above their competence level, according to the Peter Principle, discussed in my previous post. They may be inexperienced, or weak, but only initially.
To be incompetent, a manager need not have all the characteristics in any list: even one may hamper his or her ability to perform effectively. A combination may freeze the operation into total stasis or may send it off in wrong directions. Or it may limp along. It depends on the situation.
Don’t assign a trait or character to someone for simple human failings, mistakes or one-off situations. People make mistakes and even managers can learn from their mistakes. At least the best do. Only when they repeat the problem should you consider it as incompetence or sign of dysfunction.
So look through these qualities and see if they fit anyone you know, anyone you work with. It’s a bit like birdwatching. Make a checklist of these warning signs and check them off as you see them in practice.