Professionals in developing countries often face systemic challenges that severely limit their ability to contribute meaningfully to society. One of the most significant obstacles lies within the government sector, which is frequently plagued by entrenched bureaucracy, internal politics, and a culture that prioritizes appeasing superiors over delivering results.
A major issue is the appointment of managers based not on merit or capability, but on social connections. Many individuals in leadership roles lack basic managerial or even interpersonal skills. While such appointments may benefit a few personally, they are detrimental to workplace productivity, morale, and broader societal progress.
From my observation, government employees typically fall into three categories:
- The Performers – These individuals are adept at talking and posturing. They often rise to top positions because they know how to play the system and say what those in power want to hear.
- The Apathetic – Grounded in reality but disengaged, this group shows up to work physically, yet does everything possible to avoid meaningful contribution.
- The Changemakers – These are the rare individuals genuinely committed to reform and improvement. Unfortunately, their efforts are often met with resistance. Many are forced out, sidelined, or simply choose to leave in frustration.
The result is a system that discourages innovation, demoralizes talent, and perpetuates inefficiency. For real progress to occur, there must be a shift toward merit-based leadership, accountability, and a culture that values competence over connections. As we say in Kuwait انطرني
Mashal Buhamad
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