The ‘Curse of the Competent’: Cicely Simpson on Turning Overload into Opportunity

In a recent LinkedIn post, Cicely Simpson highlights a common workplace paradox she terms the “curse of the competent,” arguing that high performers often find themselves overloaded with work without commensurate recognition or reward.

Simpson shares her personal experience and offers a framework for employees to navigate this situation, turning the burden of competence into a catalyst for career advancement.

“The better you perform, the more work falls on your desk. Meanwhile, the person underperforming next to you gets attention, coaching, second chances, everything except more work.”

According to Simpson, this scenario, where competence is seemingly punished with more of the same tasks, while underperformance garners concern and support, is a widespread issue. She recounts hitting this wall herself years ago.

Understanding the ‘Curse of the Competent’

Simpson explains that the core of the problem lies in how organizations often interpret high performance. Instead of seeing it as an opportunity to promote, reward, or adjust scope, the default response can be to simply assign more tasks. This, she argues, is a misinterpretation of trust and capability.

“Competence gets punished with more of itself. Dysfunction gets rewarded with concern.”

As Simpson notes, this can lead to employees feeling exploited, carrying multiple roles without additional compensation or title changes. She presents this as a critical juncture where an employee must decide whether to accept the status quo or address it directly.

Strategies for Conversion: From Penalty to Promotion

Simpson advocates for a proactive approach, emphasizing that staying silent guarantees no change. She outlines a three-step strategy for employees to address the “curse of the competent” and negotiate for recognition.

Step 1: Reframe the Situation

The first move, according to Simpson, is to stop viewing increased workload as neutral information. Employees should question the underlying reason for taking on more tasks – is it a genuine reflection of capability or simply the absence of a refusal?

Step 2: Make the Trade-Off Visible

Simpson advises making any trade-offs explicit. When offered additional work, the response should clearly articulate what can be taken on, but crucially, what must be removed from the current plate to accommodate it. This prevents the continuous, unacknowledged absorption of tasks.

“I can take this on, but here’s what comes off my plate to make room.”

Step 3: Ask for an Upgrade

The final and perhaps most critical step, as highlighted by Simpson, is to move beyond seeking mere acknowledgment and instead ask for a tangible upgrade. This could involve a new scope of work, a defined growth plan, a conversation about title, or clarity on future opportunities.

Simpson stresses that while this approach doesn’t always guarantee a promotion, the conversation itself is essential. She concludes that if an organization doesn’t respond positively even after the case is made, it provides valuable information about the organization’s priorities, not a reflection of the employee’s worth. Ultimately, she suggests that this direct approach is what converted her own professional penalty into a promotion.