Competence becomes a burden the moment it is treated as an unlimited resource rather than a cultivated strength.” – MJ Martin
Executive Summary
A respected podcast hosted by Chris Williamson raised the discussion of the “curse of competence” which illuminates a paradox faced by many high performers. Individuals who demonstrate exceptional ability reliably and consistently are often rewarded with greater responsibility rather than greater opportunity. Their competence becomes a trap that limits their growth, obscures their contributions and burdens them with expectations that exceed what is sustainable. This paper examines the psychological and organizational mechanisms behind the curse of competence, draws on insights from leading experts and proposes strategies for both individuals and organizations to mitigate its effects.
Introduction
The modern workplace celebrates competence, yet consistently competent individuals often carry hidden disadvantages. Chris Williamson describes this phenomenon as the curse of competence, the point at which a person’s high capability leads to overuse, under recognition and a gradual narrowing of career opportunity. The person becomes indispensable where they stand rather than supported to advance. While competence is an asset, unmanaged competence creates a structure in which the individual is confined by their own excellence.
Researchers across psychology, leadership studies and organizational behaviour have observed similar dynamics. Dr. Ruth Gotian, a scholar of high performance at Weill Cornell Medicine, writes that highly capable individuals are regularly asked to do more because they are reliable, which unintentionally prevents them from developing distinctive expertise. Canadian psychologist Dr. Paul L. Hewitt notes that competence tied to perfectionism can produce vulnerability to burnout and diminished well-being. Collectively, these perspectives illustrate that competence must be intentionally managed rather than assumed to take care of itself.
Defining the Curse of Competence
Williamson defines the curse of competence as the state in which a person becomes the primary problem solver, rescuer or stabilizing force within a workplace or community. Their ability to deliver in every circumstance causes colleagues and leaders to depend on them disproportionately. Over time, responsibilities accumulate not because of formal role changes, but because competence invites further requests. The individual becomes the default choice for difficult tasks, delicate assignments or high stakes situations.
This phenomenon has structural consequences. Workloads expand without corresponding increases in authority. The individual experiences limited visibility because their excellent work makes problems disappear rather than become noticed. They may receive praise for reliability instead of being recognised as strategic thinkers. Their excellence becomes invisible, and invisibility becomes a barrier to advancement. In essence, competence becomes a self reinforcing cycle that locks the individual into the same position.
Psychological Mechanisms Behind the Curse
Several psychological patterns interact with organizational structures to intensify the curse of competence. Dr. Hewitt’s work on perfectionism shows that high performers often internalize unrealistically high standards and equate self worth with flawless execution. When competence becomes identity, the person feels pressure to maintain their performance without rest, error or vulnerability. This creates an emotional environment in which delegation feels irresponsible and asking for help feels like failure.
Another mechanism involves the big fish little pond effect. When surrounded by other high achievers, the competent individual may feel less exceptional and therefore less entitled to advocate for recognition or opportunity. This reinforces an internal narrative that their work is expected rather than extraordinary. They over function while under crediting themselves.
Leadership theorists such as Dr. Brené Brown have demonstrated that fear of disappointing others is a powerful motivator for conscientious individuals. Competent people, especially those who reliably support others, may fear the relational consequences of saying no. This fear magnifies their willingness to absorb more work, further entrenching the cycle.
Organizational Dynamics and Competence Traps
Organizations often unintentionally create systems that rely excessively on highly capable individuals. Staffing Advisors describes this dynamic in the context of reward structures, noting that competent employees are frequently kept in place because leaders worry about who will replace them. As a result, competence becomes a constraint rather than a pathway to growth.
This challenge is particularly relevant in professional environments that value stability, such as Canadian corporate and public sector workplaces. When a person becomes the anchor of a process or department, leadership may hesitate to disrupt what appears to be functioning well. Yet this stability masks risk. Over reliance on a single individual increases vulnerability if that person becomes unavailable, disengaged or burned out.
Organizational psychologist Dr. Adam Grant argues that systems must be designed to reward contribution, not just compliance. When high performers are rewarded solely for reliability, they are deprived of the opportunity to stretch, innovate or lead. This creates a ceiling that is lower than their capability.
Consequences for Individuals and Teams
The curse of competence produces several damaging outcomes. High performers may experience chronic exhaustion, emotional detachment and reduced job satisfaction. Their career trajectory stagnates because they remain trapped in tactical responsibilities. Their creativity declines as they spend more time maintaining operations than expanding ideas. Over time, burnout becomes a predictable endpoint.
Teams also suffer. When one person becomes the default solver, others have fewer opportunities to develop skills, contribute meaningfully or grow into leadership. The organization becomes overly dependent on a single node of capability, which reduces resilience and stifles innovation.
Breaking the Cycle: Strategies for Individuals
High performers can mitigate the curse of competence through deliberate practice. First, they must differentiate between being capable of doing something and being responsible for doing it. Capability does not require obligation. Second, they should identify areas where they wish to deepen expertise and communicate these priorities clearly to leaders. Dr. Gotian recommends conducting a personal “passion audit” to determine where effort produces the greatest meaning.
High performers must also practise selective refusal. Saying no respectfully protects long term effectiveness. Setting boundaries communicates that their competence has strategic, not unlimited, value. Finally, documenting accomplishments makes invisible work visible and positions the individual for recognition and advancement.
Strategies for Organizations and Leaders
Organizations can counteract competence traps by implementing rotational responsibilities, transparent workload monitoring and leadership development pathways that prevent over reliance on a single individual. Leaders must differentiate between high performance and high capacity. They must reward strategic contribution, not merely volume of output. Creating succession plans reduces dependency, protects the organisation and liberates the competent individual to grow.
Summary
The curse of competence is not a flaw within individuals, but a structural and psychological interaction that requires deliberate management. Competence is an extraordinary asset. When nurtured thoughtfully, it drives innovation, leadership and resilience. When unmanaged, it becomes a burden. By recognizing the dynamics that trap high performers, individuals and organizations can reshape expectations, broaden opportunity and build cultures that honour capability without exploiting it. In a Canadian context that values inclusivity, fairness and human potential, understanding and alleviating the curse of competence is essential for sustainable long term success.
About the Author:
Michael Martin is the Vice President of Technology with Metercor Inc., a Smart Meter, IoT, and Smart City systems integrator based in Canada. He has more than 40 years of experience in systems design for applications that use broadband networks, optical fibre, wireless, and digital communications technologies. He is a business and technology consultant. He was a senior executive consultant for 15 years with IBM, where he worked in the GBS Global Center of Competency for Energy and Utilities and the GTS Global Center of Excellence for Energy and Utilities. He is a founding partner and President of MICAN Communications and before that was President of Comlink Systems Limited and Ensat Broadcast Services, Inc., both divisions of Cygnal Technologies Corporation (CYN: TSX).
Martin served on the Board of Directors for TeraGo Inc (TGO: TSX) and on the Board of Directors for Avante Logixx Inc. (XX: TSX.V). He has served as a Member, SCC ISO-IEC JTC 1/SC-41 – Internet of Things and related technologies, ISO – International Organization for Standardization, and as a member of the NIST SP 500-325 Fog Computing Conceptual Model, National Institute of Standards and Technology. He served on the Board of Governors of the University of Ontario Institute of Technology (UOIT) [now Ontario Tech University] and on the Board of Advisers of five different Colleges in Ontario – Centennial College, Humber College, George Brown College, Durham College, Ryerson Polytechnic University [now Toronto Metropolitan University]. For 16 years he served on the Board of the Society of Motion Picture and Television Engineers (SMPTE), Toronto Section.
He holds three master’s degrees, in business (MBA), communication (MA), and education (MEd). As well, he has three undergraduate diplomas and seven certifications in business, computer programming, internetworking, project management, media, photography, and communication technology. He has completed over 60 next generation MOOC (Massive Open Online Courses) continuous education in a wide variety of topics, including: Economics, Python Programming, Internet of Things, Cloud, Artificial Intelligence and Cognitive systems, Blockchain, Agile, Big Data, Design Thinking, Security, Indigenous Canada awareness, and more.