Have you ever noticed that some people move into management roles without having fully developed the skills required to lead others effectively?
Yes, this often happens in environments where visibility is rewarded more consistently than capability. In many organisations, promotion decisions prioritise predictability and low risk over potential and leadership strength. Individuals who maintain stability, avoid challenging existing ways of working, and create a sense of comfort for senior leadership are often seen as safe choices. Meanwhile, those who perform exceptionally well can unintentionally highlight gaps in systems, processes, or leadership above them.
Over time, this can limit the development of strong leaders. Commitment may be valued more than leadership capacity, alignment more than vision, and short-term comfort more than long-term growth. As this pattern becomes established, layers of management may reinforce existing behaviours, while high-performing employees experience frustration, disengagement, or decide to move on.
This is how organisations gradually normalise mediocrity, often without realising it. When leadership capability appears uneven across levels, it is rarely a matter of chance. It is usually the result of the structures, incentives, and signals the organisation has created. I think if organisations want more effective leaders, they must look closely at what behaviours they truly reward and whether those behaviours align with the future they are trying to build.
““Life can only be understood backwards; but it must be lived forwards.” ”