Isabelle Barth – Kakistrocracy or the Power of the Worst

In this latest edition of the Masterclasses in Managerial Excellence, we welcome Isabelle Barthan associate professor and researcher in management science. She talked to us about her fascinating book, “K as in Kakistocracywhich explores a common but rarely discussed phenomenon in the world of work: the power of the incompetent. Isabelle Barth analyzes why incompetence persists in organizations, and how we can do something about it. Ready to explore the underbelly of management and understand how to deal with “kakistocracy”?

Kakistocracy: the power of the worst

The term kakistocracy comes from the Greek “kakistos” meaning “the worst”. It refers to the power of the least competent, a reality found in many organizations. Isabelle Barth explains it as a system where incompetence rules, not only in companies, but also sometimes in political spheres. In her view, this is a widespread phenomenon, in line with long-standing questions about competence and power.

She quotes Émile Faguet, author of “Cult of Incompetence (1910), who asserts that competence is unequal and therefore cannot be democratic. In Isabelle’s view, kakistocracy reflects a form of governance in which managerial competence is not valued, and poor leadership choices are tolerated or even encouraged.

The distinction between expert and managerial skills

In her book, Isabelle Barth makes an essential distinction between expert and managerial skills. Expert competence concerns knowledge and technical know-how in a particular field. Managerial competence, on the other hand, concerns the ability to lead, inspire and orchestrate the work of others.

In many organizations, managers are often promoted for their expertise rather than their managerial skills. Yet, according to Isabelle, it is precisely this lack of managerial skills that leads to kakistocracy. Expertise skills are easier to assess and improve, while managerial skills, often linked to soft skills, are harder to identify and develop.

How incompetence is perpetuated

There are a number of mechanisms that allow incompetence to be maintained and even reinforced within organizations. Isabelle Barth identifies several levers:

1. Loyalty-based recruitment In many cases, loyalty is preferred to competence. Recruiting trusted people, such as friends or family members, is common, even if they don’t have the skills required for the job. This enables the executive to maintain his or her power without fear of being overshadowed by a more competent colleague.
2. The factory of incompetence Some companies fail to train their staff adequately, condemning them to professional obsolescence. Inadequately trained staff reinforce the organization’s overall incompetence.
3. Self-promotion and selection of the less competent Incompetent managers may promote people even less competent than themselves to avoid feeling threatened, thus reinforcing the kakistocracy.
4. Consultocracy Instead of relying on in-house skills, some companies prefer to call on consultants to make decisions. This can be counter-productive, as it reinforces the company’s dependence on external skills and weakens its own human resources.

How to fight kakistocracy?

Isabelle Barth suggests several ways to combat this phenomenon in organizations:

1. The training Training managers to develop managerial skills, with an emphasis on developing soft skills such as listening, empathy and the ability to make informed decisions. Managers need to learn how to give a vision, synchronize activities and help their teams grow.
2. Transparency Transparency: Implement more transparent governance processes. By making promotion and decision-making criteria clear and accessible to all, we can combat arbitrary decisions and encourage the most competent people to rise through the ranks.
3. Name and shame In some cases, it is necessary to publicly denounce incompetence. This can be a lever for encouraging change within the organization, and for getting managers to question themselves.
4. The importance of women in management Isabelle points out that thedemand for competence is often higher among women who rise to positions of power. Because of their history and the fact that they have long been kept out of the decision-making spheres, women are often more aware of the requirements linked to competence, and this can help counter the kakistocracy.
5. Reassessing the criteria of a “good manager Traditional ideas of what makes a good manager need to be challenged. Recruitment and promotion criteria need to be rethought to better reflect the current needs of employees, customers and the market.

In a nutshell…

Kakistocracy is an entrenched phenomenon in many organizations, but it’s not insurmountable. Isabelle Barth invites us to rethink management and value the managerial skills that enable employees to grow and lead the organization to success. By focusing on training, transparency and questioning current practices, companies can hope to reverse the power of the incompetent.

Don’t miss the next Masterclass!

• Taking a Managerial Position – Julien Godefroy
• The art of self-promotion – Marie Beauchesne
• The Secrets of Hypergrowth – Thibault Renouf