Identifying Real Expertise at Work Beyond Years of Experience

Tenure is frequently confused with credibility. Length of service may seem like a dependable indicator of judgment, loyalty, or institutional knowledge. However, when the duration in a position eclipses ongoing development and meaningful contributions, tenure turns into entitlement. This transformation not only hinders innovation but also harms your organizational culture by prioritizing politics over performance.

Here's the truth: When leaders let longevity replace actual results, they unintentionally create a detrimental culture where legacy gatekeeping and a "flattery economy" prevail. Recognizing how tenure skews decision-making is the initial step in restoring a genuine meritocracy..

How Tenure Distorts Decision-Making

1    Bias of Familiarity 

Leaders naturally trust those who weather storms beside them. Shared history builds bonds, but unchecked familiarity can backfire. Yesterday’s top performers may no longer have the skills or vision the business requires today. Without periodic reassessment, these individuals can become entrenched bottlenecks—getting by on old reputations while blocking new ideas and fresh talent.

2.   Institutional Memory as a Defense 

Deep knowledge of an organization’s history is vital—until it becomes a weapon. Long-tenured employees often use their institutional memory as a defensive barrier, positioning themselves as gatekeepers of “the way we do things here.” This behavior fosters an “us vs. them” mentality, subtly discrediting new colleagues or dismissing fresh approaches. Change stalls when procedural nostalgia dominates over progress.

3.    Risk Aversion in Leadership Decisions 

Promoting the known quantity often feels safer than betting on unproven potential. Especially under external pressures like investor scrutiny or regulatory shifts, leadership tends to lean on stability. While this may mitigate immediate risk, it often comes at the cost of sidelining high performers—and innovation slows under the weight of predictability.

The ‘Ass-Kissing Economy’

When tenure and proximity to power eclipse measurable output, a secondary economy emerges—one where political skills matter more than real contributions. Some employees excel at managing up, curating narratives that reflect well on leadership while masking inefficiencies. They feed their leaders affirmation-heavy reporting, shielding themselves through proximity and praise.

This behavior leads to significant consequences:

1. Managing Up Over Outcomes - Time and energy shift from achieving results to maintaining visibility and alignment. Critical initiatives may fall behind while these individuals work to secure their political position.

2. Informal Immunity - Performance issues are excused or overlooked because of perceived loyalty. Over time, accountability drifts, setting dangerous precedents.

3. Suppressing Talent  - High performers who challenge legacy approaches are labeled as not fitting the culture. This can accelerate the loss of precisely the talent needed to take the organization to its next phase.

Unseen Expenses of This Dynamic

This tenure-driven, politically charged environment creates ripples across the organization. Innovation drags as new ideas are slow-walked or die in committee. Operational excellence declines as metrics quietly erode. The culture grows cynical, and ambitious employees look elsewhere, knowing performance will never outweigh politics. Worse yet, leadership ends up navigating the future through the lens of yesterday’s thinking.

Steps for Leaders to Reestablish Meritocracy

Turning tenure into an asset, rather than a liability, requires bold, intentional action. The focus must shift to rewarding active expertise over passive incumbency. Here’s how:

1.    Conduct Capability Audits 

Regularly assess whether employees in key roles are equipped with the current skills and mindset your strategy demands. Evaluate their contributions against forward-looking objectives—not history alone. If gaps exist, offer reskilling opportunities but set clear expectations and timelines for adaptation.

2.    Make Learning Non-Negotiable 

Tie opportunities—such as budget control or involvement in key strategic decisions—to demonstrated professional development. Leaders and teams that invest in learning should have access to influence, signaling that growth matters more than status quo.

3.    Diversify and Elevate Input Channels 

Open pathways for unfiltered feedback. Anonymous suggestion platforms, innovation task forces, or reverse mentoring programs allow a broader spectrum of voices to shape strategy. Ensure decisions are visibly influenced by this feedback to build confidence in the system.

4.    Protect High Performers 

Document and recognize the contributions of high performers, especially when they challenge entrenched norms. Step in visibly if legacy players attempt to marginalize them—this strengthens the signal that contributions, not tenure, are what matter.

5.    Establish and Implement Merit-Based Rewards 

Develop clear promotion criteria focused on measurable metrics like revenue impact, team development, and process improvements. Make sure these standards are publicly available to reduce the potential for political influence.

6.    Detect and Address Political Patterns 

Educate leaders to recognize behaviors that suggest political rent-seeking, like unnecessary gatekeeping, manipulating metrics to create positive narratives, or showing defensiveness. Tackle these issues promptly with coaching or by adjusting roles to avoid more significant cultural harm.

Utilizing Tenure Effectively

When combined with curiosity and adaptability, tenure serves as a strategic benefit. Experienced employees offer immense value by mentoring new talent, clarifying organizational intricacies for newcomers, and mitigating risks during major transitions by turning strategy into action. However, this value needs to be demonstrated daily, not taken for granted.

Leaders need to consider whether they are rewarding long-term comfort or acknowledging and enhancing expertise. The answer to this will either boost your growth or lead to stagnation.

#Leadership #Meritocracy #OrganizationalCulture