# Undervaluing Talent By:: [[Brian Heath]] 2024-08-28 A significant failure in many organizations is underrating talented individuals' value. This may seem absurd, but the absurdity is exactly why it is true. Life and organizations might be the definition of absurdity itself as a general rule. However, the particular brand of absurdity embraced in organizations that undervalue talented individuals sheds light on how meritocracy and capitalism are ideologies of persuasion, not ways of being. Consider a stalled initiative of an organization that has gone nowhere in years, and then new individuals emerge to complete the task in months. Some new individuals benefited from the years of toil that preceded them, which is why they succeeded. Others will say the individuals did not matter, but it was time for it to happen. Finally, very few will likely say it was because the individuals are just talented at doing their job. In reality, it's likely a blend of all the above. However, most organizations tend to underrate the talent percentage because they are run by managers who have failed for years, there are limited spots in the hierarchy, and talented individuals tend to upset power dynamics if not controlled by the organizational elites. What this looks like within the organization is not greater rewards for talented individuals but greater expectations and responsibilities. This keeps talented individuals busy while extracting as much talent from them as cheaply as possible. The talented individuals would rise to the top if it were a meritocracy. But how often does this happen? In practice, the rise of talented individuals is often stifled by the systems designed to reward merit. Instead of facilitating growth and innovation, organizations frequently create environments where mediocrity is preferred over disruption. This leads to a culture of complacency, where the status quo is maintained at the expense of progress. In such a landscape, talented individuals become mere cogs in a machine, their potential untapped and their contributions undervalued. Ultimately, this creates a paradox where those who could drive change are relegated to roles that limit their impact, perpetuating a cycle of underachievement that undermines the organization's long-term success. By recognizing and valuing talent, organizations could enhance their performance and foster a more dynamic and engaged workforce. But, this is risky business for those at the top. #### Related Items [[Organization]] [[Talent]] [[Hierarchy]] [[Management]] [[Status Quo]] [[Meritocracy]] [[Capitalism]] [[Elites]]