A Moratorium on “Knowing Enough to Be Dangerous”
Raise your hand if you’ve heard these words spoken by folks who have been given the mantle of leadership:
“I know enough to be dangerous.”
Upon hearing this phrase, we politely chuckle or offer a waning smile. It’s just self-deprecating enough that we offer a pass and let it slide. But this phrase is indicative of a real problem–a gap between competency and authority that actively degrades progress toward our collective goals.
The definition I’m operating with is this:
“When someone, typically in a position of authority, has basic competency in doing something, but they are unwilling to admit they don’t have the necessary knowledge or expertise for the task at hand.”
Would we react the same if the phrase was more honest, like:
I don’t know enough about this but I’m claiming I do.
I know just enough to be baseline effective.
I know enough to get the job done.
I know enough to hold on to my trustworthiness.
I know enough to maintain mediocrity.
I know enough to be overly confident about what I’m about to say.
Would we still let it go by unchecked? Would we still chuckle and say “Aw, shucks” about it?
In Dan Slaski’s 2020 article “Things to Stop Saying,” he asks, “Why did they choose to step out of their area of core competency? Why have they chosen not to ‘stay in their lane’?”
“The side effects [of the phrase “I know enough to be dangerous”] are often demeaning, deleterious, and downright destructive.”
Not only is this phrase a load of nonsense that showcases a dangerous knowledge gap, I believe that “I know enough to be dangerous” is actually a tool of weaponized incompetence.
What is Weaponized Incompetence?
Commonly used in conversations around invisible domestic labor and mental load, weaponized incompetence is well-known in the world of heteropatriarchy. It’s the tactic at play when somebody’s husband runs a cast iron skillet through the dishwasher even though they explained forty-seven times that it should be hand-washed only. He’s counting on doing enough damage to be politely uninvited from the responsibility of dishes, with the plausible deniability that he made a genuine mistake rather than a deliberate act of sabotage.
Definition:
Weaponized incompetence (sometimes more softly referred to as strategic incompetence): a behavior pattern used when someone pretends to be bad at something to defer or deflect responsibility to another person.
In the workplace, weaponized incompetence can look like someone playing innocent, doing a task poorly, or delegating their own responsibilities because “you’re so much better at this than I am.” It can quickly lead to a toxic work environment and break trust between team members. For those recently hired into positions of authority, this strategic incompetence is often hand waved away as just being new and not into the swing of things yet. But when that new hire energy wears off and the incompetence is still there? You’re in for a very stressful workplace environment.
How Incompetence is Weaponized Against Marginalized Colleagues
I have yet to hear someone who holds a marginalized identity utter this phrase–it’s never happened in my presence. I’ve only ever heard the words “I know enough to be dangerous” from white folks in leadership and decision-making decisions.
This strategy is typically wielded by individuals and systems who uphold white-dominant (and also often male-dominated) practices. The burden of competency flows downhill to less privileged colleagues who must pick up the slack (often for fear of being blamed for that leader’s mistakes and pitfalls–see the actual 47th President of the United States blaming “DEI hires” for the tragic collision of a military helicopter and a commercial plane).
Every single one of us is a leader. Our kitchen tables are our most powerful platforms, the community trust we hold is potent, and we frequently share similar experiences in our personal and professional lives.
We bolster each other by encouraging our colleagues and friends to lean into their leadership traits and use their voices. We uplift and sponsor each other’s work and greatness by sharing it as far and wide as possible, and when we are given the opportunity to link arms with each other to strengthen the collective or further the mission, we jump at the chance.
And yet, time after time (after time after time after time), we witness the actions of those privileged with decision-making power—often white, cis, het, abled—running in direct opposition to the collective, collaborative liberation we strive for every day.
The Impact of the Dunning-Kruger Effect
It should not be a big deal to just admit when we don’t know things.
The systems we all swim in are complicated and intentionally built to hold a certain level of complexity. No single person can ever know all there is to understand the full context of large scale problems–for instance, how to end homelessness or permanently solve the affordable housing crisis. (Well, Finland has gotten pretty close).
Wouldn’t it be better if we all stepped into a posture of humility and shared power instead of giving it to people who “know just enough to be dangerous”?
Enter the Dunning-Kruger Effect, which occurs when a person’s lack of knowledge and skills in a certain area causes them to overestimate their own competence. By contrast, this effect also causes those who excel in a given area to think the task is simple for everyone and underestimate their relative abilities as well.
Perhaps this is simply about a lack of confidence, a literal knowledge gap, or in some cases, imposter complex. In my opinion, it doesn’t matter the details of where the phrase comes from. The impact and harm felt is the same whether the words are uttered from a place of naivete or spoken with intention.
To Those Who Say “I know enough to be dangerous”: Stop 🛑
This article has been written with two audiences in mind. The first is folks in positions of power and leadership; I’m calling you in with this article. Pay attention to the recommended language and attitude shifts.
“I know enough to be dangerous” is a phrase that should be removed from the speech patterns of every single person in a leadership position in the nonprofit sector.
In just six steps, matching the number of words in that terrible phrase, do this instead:
Stop saying those words. Literally. Put a rubber band on your wrist and when you’re tempted to utter the phrase, snap that rubber band and correct yourself.
Whenever you’re tempted to speak those words, be grown enough to admit that you don’t know something. Say, “you know, I’m not sure about that” or “I don’t know the answer to that.”
Then, go learn the answers, and explore possible solutions. If and when it’s applicable, compensate the person behind that knowledge.
Hand the mic to your staff who do know enough to be impactful. There is a mistaken belief in the nonprofit world that frontline, program, director level, and individual contributor employees do not possess the right knowledge set for certain meetings or to lead development updates with donors. I’d offer that the true barrier for the majority of those staff members is that budget choices and decision-making power is being withheld by the very people who “know enough to be dangerous.” Give the competent people the floor.
If you just can’t seem to break the habit of saying, “I know enough to be dangerous,” try these phrases instead: “I know better than to insert my thoughts here. I’d like to ask my colleague to speak to this” or “I realize I’m out of my scope on this topic, and I don’t know the answer.” Even this option would be an incredible pivot: “I’m new to this organization and am soaking in everything I can. I don’t know the best next step, so I’d like to bring my team in to help and assist.”
Share this lesson with others who need to hear it. Bonus points go to those of you who recognize this habit in yourselves and also bring others along in the journey. Keep your ears open for moments when you hear the phrase in your circles. Call those people in and help spread the ripples of responsibility.
To Those on the Receiving End: Help Stem It
The other audience for this article is folks who witness those in positions of power and leadership shirking their responsibility of leadership simply by uttering the six words, “I know enough to be dangerous.”
If you are on the receiving end of the phrase, or on the other side of the video call screen when the phrase is spoken, what can you do at that moment?
Copy and paste this article link into the chat, of course!
If you feel certain of your rapport and relationship with the leader in question, consider offering this response—in the moment, or at a later time that feels aligned:
“If I might share some feedback? You just said: ‘I know enough to be dangerous.’ I’d like to offer that it’s a super loaded and damaging phrase that can often cause actual danger. I recently read an article that I’d love to share with you that offers some alternatives.”
If you’re sharing space (in person) when you hear this phrase, it can feel a bit more intimidating to address it at the moment. You also might feel uncomfortable sharing your thoughts due to your role, title, or position at the organization or the power dynamics at play.
In that case, know that I see you! Simply knowing you’re not the only one experiencing the impact of this phrase might be just enough support to simply keep your lips pressed firmly together as you choose not to respond with a half-hearted chuckle or a forced smile.
How We Move Forward and Next Steps
I imagine a future where those in leadership roles regularly examine their behavior and actions, and practice radical and candid honesty about their own competence. I also can see a future of leadership that prioritizes shared power and opportunities to truly co-lead.
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This article has been adapted from my essay, “I Know Enough to Be Dangerous,” published by Community Centric Fundraising in 2023.
You can also listen to an audio version on the Leaving Well Podcast. Listen to Episode 43: Knowing Enough to Be Dangerous.