Weaponised incompetence is rife at work. Here’s how to shut it down

Sydney Morning Herald

by Shelley Johnson

February 26, 2026

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Weaponised incompetence is rife at work. Here’s how to shut it down

Weaponized incompetence is a common but often overlooked issue in the workplace, where individuals exploit their own weaknesses or lack of skills to shift responsibilities onto others. This tactic, while prevalent in romantic relationships, extends seamlessly into professional settings, causing frustration and inefficiency among colleagues. The article highlights how this behavior manifests—whether it’s a colleague constantly relying on others for tasks they claim to be “bad at” or a manager avoiding difficult conversations by escalating issues to HR instead of addressing them directly. The crux of the problem lies in self-awareness: individuals who acknowledge their incompetence but fail to act upon it. While recognizing one’s weaknesses is better than ignoring them, mere acknowledgment without effort to improve creates a cycle of dependency. Over time, this leads to colleagues picking up the slack, resulting in wasted time, emotional drain, and missed opportunities for growth. Addressing weaponized incompetence requires clear boundaries and communication. Managers should differentiate between genuine skill gaps and strategic avoidance by evaluating whether the individual is actively trying to improve or using self-awareness as an excuse. Setting specific expectations and providing support through training or systems can help bridge capability gaps. For peers, setting boundaries by refusing to constantly rescue others and instead encouraging them to take ownership can disrupt this harmful pattern. Ultimately, weaponized incompetence has real costs—lost productivity, emotional toll on teams, and financial strain for organizations. By fostering accountability and encouraging improvement, workplaces can reduce inefficiencies and create a more collaborative environment. Recognizing the signs of strategic helplessness and addressing it proactively is essential for building stronger teams and achieving better outcomes.

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Originally published on Sydney Morning Herald on 2/26/2026