It’s worth fighting for more competent leaders.
Maybe you think that effective leadership is that much harder to measure than the successful treatment of an illness or the filing of a tax return. I don’t buy that rationale because as subjective as “good” leadership can be, it is still the sum of the responses to two important questions: “Did we accomplish our goal?” (Are we better off?) and “Did we accomplish our goal in a way that we feel great about?” (Are we engaged and ready for more?)
The responses to both of those questions are both measurable and actionable if we are willing to do the work.
In spite of clear evidence of competence to the contrary, human beings sometimes act irrationally and overturn the apple cart just because we can. It feels good to “throw the bums out” and start over, regardless of the lack of qualifications or experience of those who take their place. We change things up for the sake of change, maybe to feel heard or to be seen, but not always because it makes good sense to do so.
As a country we did that in 2016. Just one example of a negative result of that particular preference for incompetence is that 1,600 scientists left government service in the first two years of the current administration. Incompetence then has both short and long-term consequences. Imagine the devastation to the ranks of our most competent government workers – and how that will impact research, policy design and decision making in the face of climate change and the current and next versions of Covid-19 – if four years turns into eight.
Incompetence is an insult to competence. We demand better in the arenas of life that most directly impact us (health and taxes!) but hit the snooze button when it’s someone else’s problem. It’s time to wake up and realize that those distinctions are false, that we are all connected and that we all pay the price for incompetent leadership.
Say it with me now: “Just Ok is not Ok.”
This is #38 in the series, “50 Ideas Worth Fighting For.” This one’s another favorite of mine.
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