The Turnkey.

The system failed in allowing the situation to develop on HMAS Success over some years, rather than in not having a turnkey solution when the problem was revealed. - Roger Gyles AO QC, Commission of Inquiry into HMAS Success.

If I’m untruthful, I tend to avoid truth tellers.

If I’m untruthful and lacking in competence, I tend to avoid competent truth tellers.

After a while, I find myself seeking the company of people who I can relate to and understand: the untruthful, incompetent, or both. In organisations, I find that combination in those who are junior to me. So I seek power.

Once I have power, I promote those who are untruthful (often in their glowing, sycophantic assessments of me), or incompetent (enough to make me look good in comparison without jeopardising the work). The untruthful and incompetent are attracted to my me and my workplace.

Eventually I become skilled at managing untruthful and incompetent people.

‘He is good at management!’ they say of me as they see me ‘mentoring’ the untruthful incompetents. Some of the applause comes from other untruthful people who know the game and cheer me on with a knowing wink. Other applause comes from the incompetent who do not recognise competence and join in because I’m senior..

Meanwhile, the truthful and competent look above them, see me and my untruthful incompetent sycophants, and leave.

Ten years pass.

Catastrophe. Inquiry. Recommendations. Apology. Changes.

Long after I’ve gone.