Weaponized incompetence is often spoken about in the context of relationships, but it can affect staff in the workplace, too. In this post, we’ll dive into what it means, how you can spot it, and what to do if it’s affecting your team.
Weaponized incompetence, also referred to as ‘strategic incompetence’ or ‘weaponised incompetence’ (UK), is when someone intentionally tries to get out of doing tasks or activities by pretending to be incompetent. When somebody displays weaponized incompetence in a work environment, it normally results in other employees having to complete work on their behalf.
It’s important to note that weaponized competence and true incompetence aren’t the same thing. Unlike genuine incompetence, which occurs when somebody doesn’t have the skills or knowledge to complete a task, weaponized competence is intentional. It’s also distinct from job difficulties that occur when someone is unsupported or doesn’t have the tools they need to do their job. This can be a common issue for those with neurodivergence in the workplace, so it’s important to recognise the difference.
An employee displaying behaviours that are typically associated with weaponized incompetence may do so subtly or not get called out until others recognise a pattern forming. They might:
Although it may sometimes be tricky to tell the difference between true incompetence and weaponized incompetence, there are some basic things to look out for.
For example, someone with weaponized incompetence is unlikely to show any interest in overcoming their difficulties, taking on new responsibilities, or getting help. Meanwhile, someone with genuine incompetence might be more receptive to training, open to other tasks that suit their skillset, or happy to try different approaches that suit their learning style.
When weaponized incompetence is left unaddressed in the workplace, it can cause a whole host of issues that affect staff morale, productivity, and wellbeing. These include:
Although weaponized incompetence can happen at any level, when managers use weaponised incompetence as a means to start delegating leadership tasks that they should be doing themselves, it can be seen as an abuse of power. This is especially true if they expect staff members to complete additional work on top of what they’re already doing without additional pay.
Over time, workload imbalances can lead to tensions amongst staff, which can create more fragmented teams. When staff feel ‘used’ or undervalued, they tend to naturally gravitate towards others who feel the same. This can create a sense of ‘us’ and ‘them’ in the workplace, which isn’t conducive to a healthy, productive team.
Those having to take on extra responsibilities are far more likely to become stressed or burnt out, which tends to lead to increased absence, lower productivity, and poor staff retention. In one study conducted by the CIPD, it was found that 76% of employees had taken time off for stress in the space of a year. This shows just how significant the impact of stress can be.
Lastly, weaponized incompetence can be extremely damaging for workplace culture. If nobody intervenes when employees adopt unfair practices, it sends out the message that it’s okay for some people to do less work or manipulate others without consequences. This can be particularly damaging if certain staff members see this behaviour being enabled/not stopped and decide to do the same.
If you’re a manager or CEO and are concerned about weaponized incompetence in your place of work, there are some steps you can take to prevent it. Try the following tips to maintain a balanced and respectful environment:
Educate all employees about weaponized incompetence so that it becomes easier to spot. This can be incorporated into relaxed training sessions or workshops where you discuss company values, set clear expectations, and make sure people feel comfortable calling out unfair behaviour. Remember: all staff need to know the difference between true incompetence/genuine struggle and weaponized incompetence. If this distinction isn’t made clear, it could cause misunderstandings.
It’s equally as important to state the ways in which you’re willing to support staff when they are struggling to manage their workload or finding tasks difficult. Try to make it clear that a supportive attitude means providing additional tools, training, or guidance, not doing the work for them.
Keep an eye out for subtle signs that weaponized incompetence could be happening in your workplace. You might notice staff listing more tasks during their Monday morning meetings or junior staff seeming more stressed or overwhelmed than usual.
Finally, make sure staff have regular 1:1s so that you can communicate with employees and intervene before weaponized incompetence becomes an issue.
If you suspect you’ve spotted weaponized incompetence, it’s important to take action. Follow these steps to deal with it appropriately:
As we mentioned earlier, training and education are key to preventing weaponized incompetence and making sure everyone contributes.
In workplaces where these behaviours are brushed off and labelled as ‘not a big deal’, power imbalances get worse, dissatisfaction increases, and productivity suffers. But it doesn’t have to be this way.
If your organisation has clear, fair policies and you work hard to implement them, people will be less afraid to speak up and feel more respected for the work they do. Want to find out more about creating a fairer workplace for everyone? Take a look at our latest blogs.
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