Why mediocrity is sweet at first, but costly forever

Early in my career, I received a CV from someone I deeply respected for his principles and work ethic. The resume was weak—but it belonged to his son. Wanting to help, I forwarded it to a friend at a leading finance firm and asked him to consider the application. The candidate was shortlisted quickly. Soon after, my friend called: “Prakash, I expected him to be capable because he came through your recommendation, but he seems to lack even the basics. Should we still give him a chance?”

That question stopped me. I realised I was doing a disservice not only to my friend, but also to his organisation—and to the candidate himself. I have always believed in backing potential, but potential cannot substitute for basic competence. I apologised and asked my friend to withdraw the application. That was the last time I supported anyone without first doing proper due diligence.

Since then, I have seen mediocrity take root in organisations in different ways. Two examples stand out.

1. A capable client servicing professional, with little B2C sales experience, was hired to lead a sales function because of a strong recommendation from a senior leader with community ties. I raised concerns, but personal equations overruled judgment. The result was predictable: two years of underperformance, significant damage, and an eventual exit.

2. In another case, a transactional, price-led seller was promoted to head business development. Over time, he built a team in his own image—more order-takers than solution sellers. As client needs became more complex, the business lost its edge because the team could no longer solve real business problems.

That is why Brian Wilson’s warning has stayed with me: “Beware the lollipop of mediocrity; lick it once and you’ll suck it forever.”

1. Hire for attitude and aptitude. Back potential, but only when the fundamentals are present. Poor hiring decisions are hard to reverse; prevention is far cheaper than correction.

2. Culture compounds. One of my mentors used to say, “If you put a donkey in a high position, it will bring in more donkeys.” Crude, but true in spirit: people who do not fit the culture often replicate themselves. Quick fixes can create long-term damage.

3. Protect meritocracy. Recommendations, obligations, and personal networks influence thousands of hiring and promotion decisions every day. Strong organisations rise above those pressures and stay anchored in merit.

4. Do not ignore small compromises. Some poor decisions look harmless at first. Their cost becomes visible only after they have damaged the business, the culture, and the people around them.

Mediocrity rarely announces itself; it creeps in through a single, seemingly minor compromise.

(The writer is the author of Building Blocks: Lessons on leadership that I’ve learnt on my journey, and the founder of Prajna Consulting, a boutique consulting firm. Views are personal.)