Opinion- Why aren’t enough good people rising to the ‘top’?
Hello and thank you for reading this.
Today I’m gonna write another of what I’m calling my opinion posts. I’m taking a gentle risk, in articulating this - Why? because that's what life is about and because I know it will offend some and make some feel uncomfortable.
The role of a coach is to disturb and provoke thought. You will regret the things you didn't do, more than you will the things you did.
So this post and any other I write under the badge of OPINION opinion with the aim of doing exactly that.
Annoyed by it - lean in. Change my perception.
Support my view? Let me know.
And, if there is some element of truth in it for you - think about what that means. If you have the influence to do something about it, use it
If you want to change it. Let’s work together, to make it so.
Stefan
Why aren’t enough good people rising to the top?
In today’s interconnected world, the need for leaders who combine strong values with strategic and operational expertise has never been more critical.
Such leaders serve as moral compasses, fostering an environment of trust, integrity, and accountability that empowers teams to navigate challenges effectively.
By prioritising inclusivity, sustainability, and ethical decision-making, they not only drive organisational success but also inspire societal progress.
This fusion of skill and virtue is essential for creating lasting impact, ensuring that leadership not only meets strategic goals but also champions the principles that promote a more equitable and thriving future for all.
Whilst we know this, however, we should be in no doubt that Good people struggle to rise to positions of power while those focused on self-gain often achieve success.
Despite an obvious need and desire for ethical leadership and integrity, many who embody these qualities frequently find themselves overlooked in favour of those who promote their own interests more aggressively.
It’s something I’ve seen in my whole career and addressing this forms part of the work I do as a coach, helping many highly capable leaders to rise beyond the glass ceiling which is being set for them and at times by themselves.
Understanding whats leading to this is key for ‘rallying against it’ and ‘working with it’ to get good people into the positions our world needs to create a thriving planet and society.
So what are some of the reasons? There are many but let’s take a look at some of the key ones.
Societal Norms and Values - Why We Don’t Choose ‘Good’
The values celebrated within society play a crucial role in determining who rises to positions of power and influence.
In many cultures, success is typically defined by wealth, influence, and assertiveness rather than by integrity, empathy, or altruism. Consequently, individuals who display traits such as ambition, charisma, and decisiveness - regardless of their ethical implications are frequently rewarded.
The media often glamorises self-serving behaviour. Public figures who achieve success through manipulation or ruthless tactics are sometimes portrayed as heroes in popular culture, reinforcing the belief that Machiavellian tactics are acceptable, if not admirable.
Nonetheless, good individuals, who often abide by a strong moral compass and prioritise the welfare of others, may be perceived as less competitive in such an environment, leading to frustration and disillusionment.
I’m sure you can think of many people who this applies to?
Organisational Culture - Why We Don’t Choose ‘Good’
Many workplaces prioritise results over processes, rewarding those who meet targets irrespective of the methods used to achieve them.
This "results-oriented" mentality creates an environment where unethical behaviour can flourish, as individuals prioritise their personal advancement above ethical considerations.
Many organisational structures favour those who can navigate office politics effectively. And as my own work shows, good people who focus on collaboration and humility can struggle without coaching and mentoring to engage in the power plays and manipulation that often characterise corporate culture at the highest echelons.
The ability to network adeptly, self-promote, and take credit for others' contributions can give a significant advantage to less scrupulous individuals.
I’m sure you can think of many people who this applies to?
The Role of Self-Preservation - Why We Don’t Choose to Be ‘Good’ or Choose Good
In a competitive environment, individuals often resort to self-preservation tactics to maintain their positions and advance their careers.
The reluctance of those at the top to allow good people to rise through the ranks often stems from a fear of change that could disrupt their established power structures. Self-serving individuals may perceive talented, ethical leaders as a threat to their authority and influence, fearing that these rising stars could challenge the status quo and introduce new values that prioritise integrity and collaboration over self-interest.
When you then convince this desire of those in power to preserve their power; with the concern and limiting beliefs of good people wanting to get into power ‘fort the right reasons’; you have a powerful mix of cultural procrastination.
When good people find themselves working alongside self-serving colleagues, they often feel pressured to adopt similar strategies to protect their interests. This can lead to ethical compromises, creating a vicious cycle that rewards behaviour that contradicts their values.
The fear of being left behind can also lead some good people to engage in political manoeuvring, creating internal conflict and stress.
The emotional toll of such compromises can be significant, leading to burnout or disengagement, which in turn reinforces the notion that ethical behaviour is a hindrance to success.
I also see people frozen by the question “how do I make a difference in this space?” And “Why does this keep happening to me?”
Again, through coaching its possible to bring clarity to what’s happening, whats contributing to it and then to navigate the culture, the people driving that culture and be braver and more deliberate in leaning into ‘it’.
The Consequences of Choosing 'Bad' People
The choice to elevate individuals driven by self-gain over those with good intentions has wide-ranging implications.
Organisations led by self-serving individuals often experience higher turnover rates, lower employee morale, and diminished trust among team members. When leaders prioritise their interests, the overall health and cohesion of the team can suffer, resulting in a toxic workplace environment.
On top of this, organisations with poor ethical standards are more likely to engage in unethical business practices, which can ultimately harm their reputation and viability.
A culture that promotes opportunism and self-interest over integrity can stifle innovation and creativity, as employees may feel disenfranchised and reluctant to share their ideas for fear of being undermined.
Do you feel this, where you work? You are not alone - I promise you and thats why bringing god people together in 2025 is one of my key ambitions; when we bring a critical mass of people together in any sector we can deliver change.
The Ripple Effect on Society
The broader societal effects of this trend can be profound. When leadership is dominated by individuals focused solely on self-gain, it can contribute to societal inequalities, environmental degradation, and harmful policies. The emphasis on short-term gains often comes at the expense of long-term consequences that good leaders would normally prioritise.
Creating a cycle of mistrust, the elevation of self-serving leaders can erode public confidence in institutions. As faith in leadership diminishes, it becomes increasingly difficult to cultivate a culture that values good people, leading to a continuous cycle of choosing 'bad' individuals to lead.
Now don’t get me wrong, all of those who we consider to be self serving aren’t, some are fighting a behemoth of a systems an having to ‘play games with the devil’ to be in a position to effect good change. They haven’t changed; they just haven’t found a way to articulate what they are doing well enough for us to ‘see’.
Others started off ‘good’ intentioned and were ‘turned’ by the system, often because they didn’t have a solid enough set of core values or network to lean into to ‘stay strong’. Coaching can really help with this.
Pathways to Elevate Good People
Recognising the challenges that good people face in ascending to leadership roles is the first step towards reforming this phenomenon, followed by identifying how we help them say there and ‘stay good’.
To create a more equitable system that rewards ethical leadership, several strategies can be implemented across various organisations and institutions:
Promote Ethical Leadership Training: Organisations should prioritise training programmes that focus on ethical leadership, emphasising the value of collaboration, integrity, and empathy. By equipping potential leaders with the tools to lead ethically, organisations can cultivate a new generation of leaders who prioritise people and values over personal gain.
Revise Evaluation Criteria: Performance evaluations and promotion criteria should encompass not just results but also behavioural assessments aligned with organisational values. This could include factors such as teamwork, ethical decision-making, and contributions to a positive workplace culture. This broader evaluation can help ensure that good individuals are recognised and rewarded for their holistic contributions.
Encourage Transparent Communication: Creating an environment that fosters transparent communication can lead to healthier working relationships. Organisations that encourage open dialogue and feedback can break down the barriers of office politics, empowering good people to express their ideas and desires freely.
Champion Inclusive Leadership Styles: Spotlighting leadership styles that value inclusivity and teamwork can help shift cultural norms within organisations. Recognising and celebrating leaders who embody these qualities can inspire others to adopt similar practices and encourage a culture that values integrity.
Implement Mentorship Programmes: Establishing mentorship programmes that pair less experienced employees with ethical leaders can provide guidance and support when navigating complex organisational dynamics. Mentors can share their experiences and strategies for success, helping good people to manoeuvre in a competitive landscape without compromising their values.
Align Organisational Policies with Values: Organisations should establish clear codes of conduct and ethical standards that resonate with their mission and vision. Policies should promote a culture of responsibility, where good behaviour is supported and recognised. This alignment between values and actions can reinforce the importance of integrity within the workplace.
Celebrate and Recognise Ethical Behaviour: Public recognition of ethical leadership can create a culture that values goodness. Awards, shout-outs in meetings, or features in corporate newsletters can celebrate individuals who exemplify principled behaviour, inspiring others to follow suit.
Create Safe Spaces for Good People: It is essential for organisations to create safe spaces where good individuals can share their concerns and experiences without fear of retaliation. Establishing support groups or forums for employees can promote solidarity and resilience among those committed to ethical conduct.
Embracing a Cultural Shift: To truly change the narrative regarding leadership, there must be a cultural shift both within organisations and in society at large. It is crucial to reassess how success is defined and recognised. Moving away from solely results-driven metrics and championing values such as trust, collaboration, and ethical behaviour can create a more balanced approach to leadership.
Start Early: Societies must come together to promote the idea that a good leader is one who inspires others, considers the long-term ramifications of their decisions, and fosters a sense of community. Initiatives in schools, universities, and public life should highlight the importance of ethical leadership, empowering future generations to prioritise goodness over self-serving ambitions.
The Connection to Relationships
This phenomena isn't reserved for the professional realm alone, no, personal relationships often reflect similar dynamics.
The saying "nice guys finish last" resonates strongly in social contexts, where good-hearted individuals can feel overlooked or undervalued in favour of those who are more assertive or self-promoting.
This correlation highlights a societal trend where kindness and sincerity are sometimes perceived as weaknesses, resulting in well-intentioned individuals being passed over for relationships or opportunities that may appear more exciting or competitive.
In romantic contexts, good individuals—who offer support, genuineness, and emotional availability—often find themselves overshadowed by partners who flaunt confidence and self-interest.
Statistics and psychological studies show that many people are drawn to traits such as charm and assertiveness, even when these traits do not necessarily correlate with long-term compatibility or emotional fulfilment. Thus, the cycle is perpetuated where good people, with their altruistic and nurturing tendencies, are left feeling frustrated and disheartened.
The same mechanisms at play in corporate environments are often mirrored in personal relationships and by drawing this link, we can see a broader societal pattern where ethical behaviour and good intentions are frequently undervalued, leading to an environment that favours 'bad' traits over 'good' ones in both professional and personal arenas.
Don’t get disheartened
Whilst it’s important to know what you are facing, it’s also important to remain hopeful and not be disheartened, as good people can and do find their way into positions of power and effect meaningful change.
As a coach, I have had the privilege of witnessing firsthand the remarkable transformation of talented individuals who were previously held back by the perceptions of others and their own limiting beliefs.
Many of these individuals struggled to understand how to navigate the complexities of their environments, feeling overshadowed by misconceptions about their capabilities and by the ‘power hungry’, self serving or simply clumsy ‘leaders’ above them.
However, with the right guidance and encouragement, the same people began to recognise their potential, embracing the notion that their unique contributions can make a difference; when they find a way to ‘lean in’ rather than ‘lean out’ of the political and cultural challenges.
Brilliant at operations and leading theta own people, through coaching and support, these individuals learned to challenge the narratives that constrained them, gaining confidence in their ability to 'play the game' effectively.
They discovered that their experiences and insights were valuable assets, and as they grew in self-awareness, they became more adept at leveraging their strengths to create opportunities for themselves.
In my next opinion post, (remind me) I will delve deeper into the specific elements that hold individuals back, such as self-doubt, fear of judgement, and lack of strategic knowledge.
By identifying these barriers, we can craft effective strategies to empower more individuals to thrive in their pursuits and eventually rise to positions of influence.
With the right mindset and resources, (almost) anyone can surmount their challenges and emerge as a force for positive change in their communities and beyond.
Conclusion
The struggle for good people to rise to the top, while self-serving individuals frequently seize leadership roles, is a multifaceted issue rooted in societal values, organisational cultures, psychological factors, and the consequences of poor leadership choices.
By understanding these dynamics and implementing systemic changes, organisations can create environments that celebrate ethical behaviour and empower good individuals to take on leadership positions.
It is crucial to remain hopeful and not be disheartened during this journey. Good individuals can and do find their way into positions of power, effecting meaningful change. Through coaching, I have witnessed remarkable transformations among talented individuals who have overcome limiting beliefs and navigated the complexities of their environments. When they embraced challenges rather than shying away, they began to perceive their unique contributions as valuable and impactful.
Ultimately, fostering a culture that emphasises integrity and ethical leadership will benefit organisations and society as a whole. Through the prioritisation of ‘good’ values, we pave the way for a future where good people can thrive and lead effectively, creating a more equitable and compassionate world.
The need for reform is urgent, especially for our planet, and through collective action and a commitment to ethical standards, we can redefine what it means to be a successful leader.
This transformation is essential not only in business but also in our personal relationships and in society at large, where kindness and integrity must be upheld and celebrated.
Through this change, we can ensure that good people rise to the top, enriching both organisations and society with their values and vision, and ultimately fostering healthy, fulfilling relationships characterised by mutual respect and understanding.
Catch up
If this is something that resonated with you and you’d like to chat confidentially with me; get in touch at stefan@stefanpowell.co.uk
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For now; thank you and keep doing and being good
Stefan
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For now; thank you
I am…
An executive coach who specialises in helping good people lead great things.
Good people care about others, our planet and beauty. Great things are changes for the betterment of society and all that lives within an around it.
It sounds big and fun - it is.
I'm also an endurance racing cyclist and a go. getter.
You can read more about me and what I do; how I work here