Some individuals can make a dismal sales report look like a promising forecast, always twisting statistics and coming prepared with answers if challenged. Photo: Freepic.com.
James Mason takes a long, hard look at why some of the least-deserving workers rise to the top of their organisations – and the tactics they use to get there.
Do you ever wonder why some people rise to the top of the corporate ladder despite contributing little of real value? You are far from alone.
In many workplaces, it’s not always talent that gets rewarded – it’s those who know how to game the system.
It’s a familiar story in corporate life: schemers, gossipers, blame shifters, and responsibility dodgers somehow end up climbing to the top of the organisational ladder. They avoid accountability and even seem to enjoy watching the problems mount.
Here’s a deep dive into how and why this behaviour thrives in the workplace.
So, the burning question: Why does this happen? Why do bad guys float to the top in some organisations?
The survival of the craftiest: There’s an old saying about hard work being rewarded.
While this is true in many cases, some organisations reward those who masterfully appear involved in various projects but ultimately accomplish very little.
Instead of promoting talented employees who have earnt a place and reward, some organisations like to reward ‘’the art of looking busy’’ – individuals who are masters of claiming they are involved in all sorts of projects when in fact they have achieved nothing.
The twisting statistics players: These individuals can make a dismal sales report look like a promising forecast.
They have a knack for twisting statistics and coming prepared with answers if challenged.
You could argue that this takes talent, and in a way, it does. Showing up to a meeting once a week or even monthly with Oscar-worthy confidence can be all it takes to secure a reputation for achieving results.
This illusion allows them to coast the rest of the time while leadership remembers only the shine of their presentations.
The technical baffling jargon artists: Have you been in a meeting with someone who gives an impressive-sounding presentation, but leaves you unsure of what they actually said?
These individuals seem to land in the right places at the right times (especially near top management) and somehow manage to parlay empty talk into success.
With a few pats on the back from well-placed allies, they pave a path to the top. It’s a twisted version of corporate Darwinism whereby survival of the craftiest replaces survival of the fittest.
The master of delegation illusion: They have perfected delegation to a fine art, making sure they never actually perform tasks themselves.
Every assignment somehow winds up on someone else’s plate. The genius here lies in taking credit for the successes of others while distancing themselves from anything that goes wrong.
Meanwhile, they relax in the corner office, their Employee of the Month certificate on proud display.
The friends with the boss: It can be downright nauseating to watch certain individuals cosy up to their superiors, such as always volunteering to bring their morning coffee.
Things only get worse when these folks start socialising outside of work, going for after-work drinks or even hanging out at the boss’s home. Soon enough, the team is stuck enduring endless inside jokes from their weekend escapades.
The truth is, these people aren’t genuinely sociable – they’d likely rather be doing something else – but they know how to make the boss feel good as they fast-track their climb up the corporate ladder.
It doesn’t matter if their emails are riddled with spelling mistakes, bad grammar, or even sent to the wrong people – the boss has their back.
The blame shifters: Perhaps one of the most frustrating personality types in the workplace, blame shifters expertly dodge accountability.
If a project fails, they’re quick to point fingers at someone else. Missed deadlines? It’s the team’s fault, not theirs.
These individuals have an uncanny ability to evade responsibility, floating upward while others bear the consequences.
Why do so many organisations let these patterns persist? Often, it’s because leadership is too removed from day-to-day realities. The bad actors excel at managing up, presenting a polished version of themselves to the higher-ups while neglecting those below them.
In some cases, organisational culture plays a role, particularly when appearances are valued more than actual substance. When this happens, people skilled at gaming the system often thrive, creating an environment reminiscent of a corporate version of Survivor.
Here’s the good news: organisations aren’t destined to be ruled by these floaters, and recognising the problem is the first step. Creating a culture that values transparency, accountability, and genuine results over superficial optics is crucial to keeping these issues in check.
Until that day comes, remember that when you see undeserved success in the corporate waters, it’s not a reflection on your work ethic.
Stay focused, keep your integrity intact, and trust that genuine skill and hard work will ultimately shine through. Or better still, consider steering clear of those troubled waters altogether.
James Mason has worked for various organisations over an 18-year career. A seasoned blogger, he has created the blogsite Office Bantomime. This article first appeared on the Office Bantomime website.
