When Unconscious Competence Makes You Doubt Your Abilities

In management education, there is a generally accepted premise that individuals move through four stages of learning: unconscious incompetence, conscious incompetence, conscious competence and, finally, unconscious competence. This last stage represents a state where the topic comes so naturally to us that we can do it without having to think about it. But, what happens if that ease makes you begin to doubt your abilities?

Early in his career, John had been given the feedback that he was not strategic and that if he wanted to rise through the ranks, he’d need to address that gap. In the ensuing years, he’d become a voracious reader on the topic, had gotten his MBA from a top-tier school, and had worked with mentors and coaches to build this skill set. As a senior leader in his organization, he’d become the person others sought counsel from to see how he was interpreting the situation they were facing. In fact, he’d become so accustomed to these conversations, he no longer saw them as anything more than his peers wanting a thought partner.

Recently, the organization was considering entering a new market, and the CEO asked the members of the leadership team if any of them might be interested in taking the lead on the initiative. When John mentioned it to me during our coaching session, I asked if he intended to put his name in the hat. It didn’t even occur to him that it was such a good fit for his talents. He felt that “there are plenty of folks who could do this.” I suggested he, at least, have a conversation with the CEO to discuss the role. To his surprise, the CEO shared that he had hoped John would come forward. He felt it was a great opportunity for John to demonstrate his expertise and position himself as a successor in the organization. How is it that this person who worked so diligently to become an expert doesn’t see how these skills set him apart from his peers in vying for this new position?

I believe that we can become so proficient at something that we take it for granted. Because it now comes so naturally to us, we forget all of the effort it took us to move through those first three stages of learning. We then discount our abilities thinking that because it comes easily to us, it must come easily to everyone. The danger in this is that we stop valuing our expertise.

I’m not saying that we should become arrogant or boastful but that we should recognize and appreciate the unique contributions we bring to the table. The next time someone seeks you out, ask them what it is about you that made them choose you. And then remind yourself of the work you put in to develop that level of competence.