Stupid people in organizations aren’t always easy to spot. They can appear confident, energetic, and articulate in interviews, fooling even the most seasoned managers. But over time, their lack of insight and poor judgment start surfacing. These individuals often speak before they think, overwhelming those around them with bluster and assertiveness instead of substance. Their loudness masks a lack of critical thinking, and in brainstorming sessions, they dominate through sheer brute volume rather than value. This becomes toxic when the time comes to sift, weigh and refine ideas. They insist on pushing their opinions forward, not because they are better, but because they are louder. Smart, reflective, deep thinker team members get drowned out. This is where you need a neutral facilitator who can help ensure all voices are heard.
A more insidious version of stupid is the person who seems smart. They’re articulate, appear capable, and are often trusted. But they lack analytical depth. They don’t seize opportunities, fail to offer key insights, or leave critical value failure unnoted. Clients eventually notice what was missing. They realize too late they didn’t receive full value. “Why didn’t you tell me that?” becomes the damning question.
This damages brand credibility, kills trust, and alienates clients. These brand assassins persist because of poor leadership—bosses too busy, too trusting, or too unaware to course-correct. In some cases, the boss is also underqualified. Add a weak internal system for developing analytical and decision-making skills, and mediocrity becomes embedded.
Worst of all, stupid people rarely know they’re the problem. That factor is a big one and it makes them especially dangerous. And unfortunately, you may already be working with one. Or worse—reporting to one.
