According to Dr. Ruth Gotian of Weill Cornell Medicine (US), in organizations, those who solve difficult problems rarely lead to promotions during performance reviews. She calls this the "competence tax"—the hidden cost for high-achievers.

Consistently solving problems often rewards them with more work, not strategic opportunities or higher positions. Managers tend to minimize risk. Managers, knowing someone performs well under pressure, continue assigning critical tasks to that person whenever issues arise.

Over time, competence becomes an expectation. As high-achievers prove their suitability for their current role, superiors find it harder to envision them in a managerial position.

Dr. Gotian notes that many inadvertently perpetuate this cycle, satisfied by helping the team. They believe good work earns recognition, thus they seek promotion opportunities less proactively.

Here are four signs you might be paying the "competence tax":

Always the first called for issues: You handle problems in an execution role, but rarely attend strategic meetings where important decisions are made.

Increased workload, unchanged authority: You receive continuous responsibilities without additional decision-making power or commensurate influence.

Frequent praise, stagnant career: The organization recognizes your importance but hesitates to move you, fearing a void in your current role.

Handling urgent tasks with little recognition: You "firefight," fix errors, and support colleagues, while others present to leadership and build relationships.

According to Gotian, competence builds credibility, yet credibility alone won't secure promotion. "The goal is not to be less dedicated to your work. The key is to avoid letting consistent job excellence 'box you in' to your current role. Ensure your superiors see the value and impact you create for the organization," Dr. Gotian said.

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The expert suggests several solutions to escape this situation:

Set boundaries and learn to say "no": Stop automatically accepting every task or always stepping in as a "firefighter" for failing projects. Employees can politely decline by asking superiors to re-prioritize current responsibilities, highlighting their existing workload.

Proactively train successors (delegating/mentoring): Managers hesitate to promote excellent employees, fearing no one can adequately fill their old position. Employees should proactively guide and share problem-solving processes with colleagues. This eliminates sole dependency and demonstrates leadership and personnel management skills.

Frankly discuss career progression: Do not assume superiors understand your development aspirations. Schedule regular one-on-one meetings with your direct manager to discuss career goals, articulate your strategic contributions, and request a specific promotion path.

Shift focus from "execution" to "strategy": Reduce time spent on minor errors or repetitive tasks. Instead, proactively propose or seek involvement in major projects and meetings requiring strategic planning, directly impacting organizational direction and revenue.

By Nhat Minh (Source: Psychology Today)