The Curse of Competence
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By Adi
Solution Architect and Founder of ARC
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Hello and welcome to all new and old subscribers of ARC’s Leadership Campfire.
Every 15 days, we’ll be in your inbox sharing stories, ideas and frameworks related to the vast concept of Leadership- and how you can apply them to become better leaders in your workspace and your life!
Here is an idea that might help you to Pause and Reflect.
One Idea. Every 15 Days.
One Thing to Learn
When you hear the word ‘competence’, what’s the first thing that comes to mind?
Perhaps expertise, mastery, or efficiency. But would you ever associate competence with a curse? Probably not. Yet, unknowingly, you may have experienced it firsthand.
Let me explain.
No matter where you are in your career—whether you’re a CEO, product head, people leader, manager, or even a fresher straight out of college—at some point, you will encounter the curse of competence.
It manifests in different ways for different people:
- A CEO with deep product knowledge gets overly involved in every step of design decisions because they’re brilliant at it. But in doing so, they step away from their primary role: driving strategy and shaping the company’s future.
- A manager keeps solving problems for their team instead of coaching them to find solutions because it’s faster and easier. But by doing so, they limit their team’s growth.
- A fresher, eager to prove their worth, takes on too much instead of focusing on developing long-term skills. Instead of gaining confidence, they end up overwhelmed, investing their energy in proving themselves.
The curse of competence keeps you busy but not necessarily effective.
So, how does one break free?
3 Things to Apply
At first glance, the obvious solution might seem to be better prioritisation—assuming that the problem stems from poor time management. But let’s step back and look at it through the lens of Organisational Development (OD).
Instead of merely addressing the symptoms, let's explore and fix the underlying system.
1. Pass the Torch
(No, this isn’t just about succession planning.)
Share your knowledge, mentor others, and create a space for growth. Start associating with the term ‘mentor’ as a role and not a person. The difference? A role can be picked and dropped depending on the situation.
For example, one plays the role of a mother at home, but at work, they play the role of CHRO.
No matter your title; leader, manager, or fresher you also have the capacity to coach and mentor those around you. Make it a practice to shine within you for others.
2. Say no when needed
Just because you can do something doesn’t mean you should.
If you say yes to everything, you risk spreading yourself too thin. Instead of reacting with a yes or no, be curious about why you are needed in the first place.
Are you being asked to make a decision on someone’s behalf, or is this an opportunity to transfer ownership of a task? The answer to that question will shape your response.
3. Redefine Success
Your real impact isn’t just in what you do—it’s in what you enable others to do.
As you move forward in your career, the definition of work evolves. True leadership isn’t about executing tasks yourself; it’s about creating systems, structures, and people who can thrive without your constant intervention.
Think about it: If you walked away tomorrow, would the team continue to grow, adapt, and succeed? If yes, you’ve led well. If not, perhaps it’s time to redefine success.
Competence should be a stepping stone, not a trap. Whether at work or in life, let’s focus on what truly matters.
A few weeks back, after you replied to our newsletter with the challenges you were facing, we created an idea board.
Now, you can actively choose what you’d like to hear about in the next edition.
Until next time,
Adi.
A bit about ARC and what we do...
ARC (Adi Raheja and Co) is a decade-old consulting firm in the field of Organisation Development and Leadership Development. Clients partner with us for some of the most innovative and impactful interventions to develop leaders, teams and culture and strategy.
ARC’s main purpose is to Bring Humanness back into Consulting.
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