Weaponized Incompetence

Weaponized Incompetence and the Hidden Excuses in Construction

Welcome everyone. I am excited to share today’s thoughts because this one really matters to me. The topic is weaponized incompetence and how it shows up in our industry, along with a few related ideas that tie into the same theme. This is something I see often, and I believe we have to start calling it out if we want to move forward as an industry.

Before I get into it, I want to say how grateful I am for the feedback I get from so many of you. Recently, I received a message from a listener who told me he had read all of my books and that he is certain he will attend one of my trainings one day. That means the world to me. It fuels me to keep creating, keep training, and keep working toward elevating the entire construction industry.

Looking ahead, our training schedule will be more focused next year. We will host two Super PM Boot Camps, two Takt Production System courses, and two Last Planner System courses. The Takt and Last Planner courses will both be virtual. We are leaning toward larger groups but fewer sessions, simply because of the commitments we carry in running such a large organization and construction company at the same time. If you are thinking about joining us, do not wait when those opportunities open up.

Another exciting project I am pushing forward is creating a Takt Production System course for universities. I want students to have access to this knowledge early in their careers. We are working on designing a 13 to 15 module course that professors can easily use, complete with curriculum, pre-recorded videos, and our books. I would love for it to be free, though I need to check if that is feasible. Either way, the goal is to give universities the tools to teach takt properly. To make it happen, I am looking for about 12 people to take the course for free in short sessions and provide feedback. Their help will allow us to refine the content and prepare it for a university audience.

Now let’s get into today’s real topic. I typed into ChatGPT to get the most current definition of weaponized incompetence, and here is what it said. It is when someone intentionally underperforms a task in order to avoid doing it in the future. They may pretend they are incapable of completing it correctly so that someone else feels obligated to take over. This shifts the burden onto others while creating frustration and burnout.

I love that definition because it captures the manipulative nature of the behavior. It is not just a lack of skill. It is a choice. And it is something I see far too often in construction. For example, I have heard superintendents say they do not know how to use a computer, or they cannot learn how to schedule, or they do not know how to have a hard conversation, or they do not know how to keep a jobsite clean. That is not a lack of ability. That is weaponized incompetence. It is a manipulative way to push responsibilities onto someone else.

I want to be clear. I respect superintendents deeply. I have worked alongside many who are incredible. But when I hear repeated excuses that prevent accountability, it is frustrating because it holds all of us back. I have been told that supers cannot read books or cannot learn technology, but that is simply not true. They can, and many do. The problem is that we tolerate bad behavior from some who rely on weaponized incompetence.

This mindset shows up in other ways too. Think about CPM scheduling. People cling to CPM because it allows them to avoid responsibility. They can create a list of activities, put it into a chart, and call it a schedule, even though it will never guide real production. Trade partners will not use it, crews will not follow it, and accountability never sticks. It is weaponized incompetence in disguise. It is a way of saying I do not want to do the harder work of planning, collaborating, and leading, so I will hide behind this system instead.

Here is the truth. Anyone under 50 can learn how to use a computer. Anyone in our field can learn how to schedule properly, how to clean a jobsite, or how to implement takt or Last Planner. The skills are not the barrier. The barrier is whether or not someone wants to step up and stop using incompetence as a shield.

We need to hold each other to a higher standard. It is time to stop tolerating excuses and start expecting excellence. Elevating our industry requires leaders, builders, and tradespeople who are willing to learn, adapt, and grow. We do not have room for manipulation or for shifting the burden onto others.

Key Takeaway

Weaponized incompetence is not a lack of skill, it is a choice to avoid responsibility. If we stop tolerating excuses and start holding ourselves to a higher standard, our industry will elevate to where it truly needs to be.