Leading for Competence: The Discipline of Getting Things Done
After more than 15+ years leading software, platform, and engineering teams, one leadership principle has consistently separated high-performing organizations from the rest:
Leadership is ultimately measured by what gets done.
Not intent.
Not articulation.
Not vision decks or leadership frameworks.
Outcomes.
I’ve read my share of leadership literature — from classical management theory to modern behavioral leadership models. While many frameworks focus heavily on behavior, very few address a critical dimension leaders deal with every day:
How should a leader adapt their behavior based on the competence of the people they lead?
This post explores exactly that — not theoretically, but practically — through the lens of getting things done at scale.
Clarifying the Building Blocks
Before we talk leadership behavior, we need shared clarity on a few foundational terms.
Skill
A skill is a specific, observable capability developed through training and practice.
Examples include:
- Designing a cloud-native architecture
- Debugging distributed systems
- Implementing CI/CD pipelines
- Operating observability platforms
Skills are measurable, testable, and demonstrable.
Competence
Competence is broader and more consequential.
It is the integration of skills, knowledge, judgment, and behavior applied effectively in real-world contexts.
Competence answers questions like:
- Can this person operate independently under ambiguity?
- Can they make sound trade-offs?
- Can they execute consistently across changing constraints?
This is why interviews rely on system design, scenario discussions, and pairing exercises — they assess competence, not just skills.
Confidence
Confidence reflects a person’s self-belief in their ability to execute without constant supervision.
Motivation
Motivation represents energy, intent, and willingness to engage deeply with the work.
Commitment
Commitment is where confidence and motivation converge.
Commitment is visible.
Competence must be inferred holistically.
The Real Bottleneck to Execution
When outcomes stall, the root cause is almost always one of two things:
A gap in competence — or a gap in commitment.
An important distinction:
- Competence is contextual — someone can be highly competent in one domain and struggling in another.
- Commitment is context-agnostic — it shows up regardless of task complexity.
Recognizing this difference is a leadership superpower.
Classifying Reality (Not People)
Every individual has peak performance potential.
Effective leaders meet people where they are — not where they wish they were.
In most organizations, you’ll encounter these combinations:
- Low Competence / High Commitment
- Average Competence / Low Commitment
- High Competence / Average Commitment
- High Competence / High Commitment
There is one combination leaders should actively avoid hiring:
🚩 Low Competence / Low Commitment
This is not a coaching opportunity — it is a structural risk.
Adjusting Leadership Behavior — Not Values
Leadership is not static.
It is situational, adaptive, and deliberate.
Situational Leadership Theory (Hersey & Blanchard) provides a pragmatic model that maps leadership behavior to competence and commitment.
The Four Leadership Modes
-
Directing
Clear instructions, close supervision
→ Low competence, high commitment -
Coaching
Direction + explanation + encouragement
→ Developing competence, low commitment -
Supporting
Shared decision-making, empowerment
→ High competence, variable commitment -
Delegating
Ownership, trust, autonomy
→ High competence, high commitment
The Leader’s Non-Negotiable Responsibility
Before adapting your style, ask yourself this:
Can I do what my team cannot do for themselves?
If the answer is no, leadership becomes positional — not credible.
Authority in engineering leadership is earned through:
- Depth
- Judgment
- Pattern recognition
- The ability to unblock complexity
Competence × Commitment → Leadership Behavior
| Team Characteristics | Leadership Behavior |
|---|---|
| Low Competence / High Commitment | Directing |
| Average Competence / Low Commitment | Coaching |
| High Competence / Average Commitment | Supporting |
| High Competence / High Commitment | Delegating |
Effective leadership is not ideological.
It is contextual, ethical, and outcome-driven.
Great leaders:
- Adapt without compromising values
- Balance delivery with development
- Optimize for long-term capability, not short-term heroics
Final Thought
To consistently get things done, leaders must:
- Understand competence deeply
- Read commitment accurately
- Adjust behavior intentionally
When leadership works, you’ll hear the ultimate validation:
“We did it ourselves.”
That is the quiet signal of leadership done right.
References
Blanchard, Kenneth H. (2019). Leading at a Higher Level. Ken Blanchard Companies.
Credits
Grateful to my colleagues at Philips —
Ruben,
Jill,
Alessandra, and
Ben —
for their thoughtful feedback and encouragement in refining this piece.
Options… Options… Options…
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