<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" > <channel> <title>corporate culture Archives - Braving Boundaries</title> <atom:link href="https://bravingboundaries.com/tag/corporate-culture/feed/" rel="self" type="application/rss+xml" /> <link>https://bravingboundaries.com/tag/corporate-culture/</link> <description>PROFESSIONAL LIFE COACHING & TRAINING</description> <lastBuildDate>Wed, 27 May 2026 09:57:24 +0000</lastBuildDate> <language>en-ZA</language> <sy:updatePeriod> hourly </sy:updatePeriod> <sy:updateFrequency> 1 </sy:updateFrequency> <image> <url>https://bravingboundaries.com/wp-content/uploads/2020/03/Asset-1.svg</url> <title>corporate culture Archives - Braving Boundaries</title> <link>https://bravingboundaries.com/tag/corporate-culture/</link> <width>32</width> <height>32</height> </image> <item> <title>The Competency Tax – The Exorbitant Price of Being the Most Dependable Person in the Room</title> <link>https://bravingboundaries.com/the-competency-tax-price-of-being-the-most-dependable/</link> <comments>https://bravingboundaries.com/the-competency-tax-price-of-being-the-most-dependable/#respond</comments> <dc:creator><![CDATA[friedaL2020]]></dc:creator> <pubDate>Wed, 27 May 2026 09:57:24 +0000</pubDate> <category><![CDATA[Leadership]]></category> <category><![CDATA[Self-awareness]]></category> <category><![CDATA[competency tax]]></category> <category><![CDATA[corporate culture]]></category> <category><![CDATA[emotional labour]]></category> <category><![CDATA[executive coaching]]></category> <category><![CDATA[high performers]]></category> <category><![CDATA[leadership]]></category> <category><![CDATA[organisational psychology]]></category> <category><![CDATA[professional boundaries]]></category> <category><![CDATA[reliability]]></category> <category><![CDATA[workplace burnout]]></category> <guid isPermaLink="false">https://bravingboundaries.com/?p=235715</guid> <description><![CDATA[<p>The post <a href="https://bravingboundaries.com/the-competency-tax-price-of-being-the-most-dependable/">The Competency Tax – The Exorbitant Price of Being the Most Dependable Person in the Room</a> appeared first on <a href="https://bravingboundaries.com">Braving Boundaries</a>.</p> ]]></description> <content:encoded><![CDATA[<div class="et_pb_section et_pb_section_0 et_section_regular" > <div class="et_pb_row et_pb_row_0"> <div class="et_pb_column et_pb_column_4_4 et_pb_column_0 et_pb_css_mix_blend_mode_passthrough et-last-child"> <div class="et_pb_module et_pb_text et_pb_text_0 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h5><strong><span style="color: #be9727;"><em>WRITTEN BY ALICIA KOCH, FOUNDER OF <span style="text-decoration: underline;"><a style="color: #be9727; text-decoration: underline;" href="https://legalwhizz.wixsite.com/thelegalbelletrist">THE LEGAL BELLETRIST</a></span> </em></span></strong></h5> <p><strong></strong></p> <p class="western">There’s a distinct, dark corporate ritual that occurs when a high-stakes, multi-million-dollar crisis lands on an executive desk at 4:45 PM on a Friday. The leadership team doesn’t assemble an agile task force. They don’t consult a spreadsheet of equitable task distribution. Instead, they look around the room, bypass the fragile egos, ignore the colleagues who practice strategic incompetence like a fine art, and hand the radioactive package directly to the person who has never dropped a ball in their entire career.</p> <p class="western">If you are reading this, chances are high that you are that person. Welcome to the club. Don’t look around for a complimentary cocktail, we’re far too low maintenance to demand refreshments. Unfortunately.</p> <p class="western">In the modern professional ecosystem, we’re taught to view reliability as a supreme virtue, the ultimate currency of the high-calibre executive, the elite legal partner, or the seasoned CEO. We wear our “low-maintenance” badge like a hidden medal of honour. We pride ourselves on being the steady anchor in a sea of volatile personalities, corporate turbulence, and adults who somehow still don’t know how to convert a document to a PDF. Like WTF?!</p> <p class="western">But if we strip away the flattering performance reviews and the intoxicating myth of our own invincibility, a darker reality emerges. Reliability, when elevated to an absolute identity, becomes a profound economic trap. It’s a psychological tax levied against the highly competent, where the payment is extracted in the currency of your own emotional well-being, your relational depth, and your freedom of self-expression. Until you’re nothing more than a husk of your former self.</p> <p class="western">This isn’t a rudimentary lecture on setting boundaries, nor is it a comforting self-help guide on how to stop people-pleasing. People-pleasers act out of a desperate, sweaty fear of rejection (most of the time), they’re fragile and compliance-driven. You, on the other hand, are terrifyingly competent. You act out of a profound sense of duty, capability, and an existential aversion to watching a project look like a crime scene.</p> <p class="western">This is an interrogation of the identity role you have built for yourself – and an audit of the hidden, compounding costs of being the person everyone can count on, while you count on absolutely no one.</p> <p class="western">Sound familiar?</p></div> </div><div class="et_pb_module et_pb_text et_pb_text_1 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h2><strong>The Mechanics of the Competency Tax</strong></h2></div> </div><div class="et_pb_module et_pb_image et_pb_image_0"> <span class="et_pb_image_wrap "><img fetchpriority="high" decoding="async" width="1500" height="1125" src="https://bravingboundaries.com/wp-content/uploads/2026/05/Woman-in-White-Long-Sleeve-Shirt-Wearing-Eyeglasses-Sitting-at-a-Table-View-more-by-Karola-G-from-Pexels.jpg" alt="Woman in White Long Sleeve Shirt Wearing Eyeglasses Sitting at a Table View more by Karola G from Pexels" title="Woman in White Long Sleeve Shirt Wearing Eyeglasses Sitting at a Table View more by Karola G from Pexels" class="wp-image-235738" /></span> </div><div class="et_pb_module et_pb_text et_pb_text_2 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><p class="western">To understand why reliability is so expensive, we must look at how corporate and social systems treat high-functioning assets. In any operational framework, resources flow toward inefficiency, while burdens flow toward stability. It’s the physics of the modern workplace – the squeaky wheel gets the grease, while the silent, flawlessly functioning wheel gets loaded with the rest of the cargo.</p> <p class="western">Consider the classic management dilemma – you have two vice presidents. VP Alan is an emotional weathervane, his departments are plagued by high turnover, his reports are chronically late, and if you hand him a complex regulatory issue, he’ll spend three weeks loudly hyperventilating before producing a flawed brief. VP Beatrice is a machine. She absorbs chaos, speaks in calm, measured tones, and delivers flawless results ahead of schedule without demanding a single minute of executive handholding.</p> <p class="western">When a critical, career-defining fire needs to be extinguished, who gets the assignment? Beatrice, every single time. Alan is sent to a mandatory corporate wellness retreat to “find his centre”, while Beatrice is handed a shovel and told to go dig another trench.</p> <p class="western">In economics, this is known as a perverse incentive. In organisational psychology, it’s the fundamental mechanism of the Competency Tax. The reward for excellent work is invariably more work, coupled with a radical reduction in systemic support. Because you are “low maintenance”, the system assumes you don’t require maintenance at all. You’re treated like an industrial turbine – expected to run indefinitely at maximum capacity without lubrication, inspections, or downtime, while the erratic, high-maintenance “sports cars” in the garage receive constant tuning, indulgence, and strategic forgiveness.</p> <p class="western">Over time, this creates a profound structural imbalance. The dependable professional becomes the emotional and operational landfill of the organisation. You become the repository for everyone else’s unfinished business, their unmanaged anxieties, and their operational failures, simply because it is universally acknowledged that you can “handle it”.</p> <p class="western">But it turns out that “handling it” is just a polite corporate euphemism for absorbing systemic dysfunction without making a scene.</p></div> </div><div class="et_pb_module et_pb_text et_pb_text_3 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h2><strong>The Isolation of the “Low-Maintenance” Asset</strong></h2></div> </div><div class="et_pb_module et_pb_image et_pb_image_1"> <span class="et_pb_image_wrap "><img decoding="async" width="1500" height="1125" src="https://bravingboundaries.com/wp-content/uploads/2026/05/alone-in-the-crowd-View-more-by-track5-from-Getty-Images-Signature.jpg" alt="alone in the crowd View more by track5 from Getty Images Signature" title="alone in the crowd View more by track5 from Getty Images Signature" class="wp-image-235734" /></span> </div><div class="et_pb_module et_pb_text et_pb_text_4 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><p class="western">The psychological architecture of the ultra-reliable professional is built on an unspoken contract – <i>I will be flawless, and in exchange, you will leave me alone.</i> This works beautifully for your colleagues and superiors, but it establishes a terrifying form of relational isolation.</p> <p class="western">When you’re universally perceived as the rock, you’re stripped of the right to human fragility. The system categorises you as a provider of stability, never a consumer of it. Consequently, when the dependable person experiences a genuine crisis – a marital breakdown, a health scare, or severe professional burnout – the collective response from their peer group is rarely empathy, it’s profound irritation.</p> <p class="western">Your vulnerability is viewed not as a human moment – because you’re rarely seen as “human” anymore – but as a breach of contract. You have disrupted the ecosystem by forcing others to look at the foundations they took for granted. They look at you with the same panicked resentment you might direct at a refrigerator that suddenly stops cooling your milk. <i>How dare you break down? We had an agreement.</i></p> <p class="western">In his seminal work <i>The Gift of Fear</i>, Gavin de Becker explores how certain behavioural archetypes invite specific societal expectations. While his research largely focuses on safety and threat assessment, the underlying psychological truth applies beautifully to the corporate hierarchy – when you signal absolute self-sufficiency, you actively train your environment to ignore your needs. Because you seemingly have none.</p> <p class="western">De Becker observes a structural truth that perfectly mirrors boardroom dynamics – <i>“We must be alert to the signals we send to others, and we must realize that we actively teach people how to treat us”.</i> When you consistently signal absolute, unbreakable self-sufficiency, you’re effectively conducting a masterclass in how to ignore your own needs.</p> <p class="western">You become invisible in plain sight. No one asks how the CEO is coping with the restructuring. No one checks in on the senior partner who just clocked eighty hours a week to save a botched acquisition. The systemic assumption is that your competence is a mythical shield that renders you immune to pain, exhaustion, or the desire to throw your laptop out of a twentieth-story window. You’re left entirely alone on your pedestal, slowly turning to stone under the weight of everyone else’s expectations.</p></div> </div><div class="et_pb_module et_pb_text et_pb_text_5 et_pb_text_align_left et_pb_bg_layout_light"> </div><div class="et_pb_module et_pb_text et_pb_text_6 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h2><strong>The Eradication of Honesty and Authenticity</strong></h2></div> </div><div class="et_pb_module et_pb_image et_pb_image_2"> <span class="et_pb_image_wrap "><img decoding="async" width="1500" height="1125" src="https://bravingboundaries.com/wp-content/uploads/2026/05/Woman-Wearing-a-Pajama-Holding-Her-Head-View-more-by-Karola-G-from-Pexels.jpg" alt="Woman Wearing a Pajama Holding Her Head View more by Karola G from Pexels" title="Woman Wearing a Pajama Holding Her Head View more by Karola G from Pexels" class="wp-image-235739" /></span> </div><div class="et_pb_module et_pb_text et_pb_text_7 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><p class="western">The most insidious cost of the reliable identity is the slow, systematic erosion of your ability to speak the absolute truth. When you’re the anchor, your primary utility to the organisation is your predictability. You’re paid to be the adult in the room – the emotional ballast that keeps the ship from capsizing while the rest of the executive committee throws tantrums over parking spaces.</p> <p class="western">This role requires a severe compartmentalisation of your authentic self. If you’re angry, you must suppress it, because an angry anchor causes a panic. If you’re terrified by a sudden market shift, you must mask it, because your fear will validate everyone else’s latent hysteria. You’re forced to trade your genuine emotional reality for a curated performance of unflappable poise.</p> <p class="western">In <i>The Managed Heart</i>, sociologist Arlie Russell Hochschild introduces the concept of “emotional labour” – the requirement to induce or suppress feeling in order to sustain the outward countenance that produces the desired state of mind in others.<span style="color: #0a0a0a;"><span style="font-family: Arial, serif;"> </span></span>Hochschild writes that this specific strain of psychological management <i>“requires one to induce or suppress feeling in order to sustain the outward countenance that produces the proper state of mind in others”.</i> For the high-calibre professional, emotional labour isn’t an occasional requirement of the job. It <i>is</i> the job.</p> <p class="western">This creates a corrosive internal dissonance. When you’re constantly managing the emotional climate of your executive team or your firm, you lose the capacity for authentic self-expression. You cannot say, <i>“This strategy is a disaster, and I am too exhausted to care if we go bankrupt”.</i> Eeek, can you imagine?</p> <p class="western">Instead, you smile tightly, adjust your “big girl panties”, and say, <i>“We face some fascinating headwind challenges, but my team is fully aligned to optimise the outcome”. </i>Or some such notion.</p> <p class="western">This isn’t diplomacy, it’s a gilded cage. By denying yourself the right to express irritation, fatigue, or dissent, you become complicit in your own exploitation. You present a caricature of invulnerability to the world and then wonder why you feel profoundly lonely in a boardroom full of people who are cheering your performance.</p></div> </div><div class="et_pb_module et_pb_text et_pb_text_8 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h2><strong>Relational Infantilisation – Training Your Peers to Be Useless</strong></h2></div> </div><div class="et_pb_module et_pb_image et_pb_image_3"> <span class="et_pb_image_wrap "><img decoding="async" width="1500" height="1125" src="https://bravingboundaries.com/wp-content/uploads/2026/05/Hand-places-a-wooden-figurine-on-a-corporate-hierarchy-chart-wit-View-more-by-DANKO-N-from-natalyadanko.jpg" alt="Hand places a wooden figurine on a corporate hierarchy chart wit View more by DANKO N from natalyadanko" title="Hand places a wooden figurine on a corporate hierarchy chart wit View more by DANKO N from natalyadanko" class="wp-image-235736" /></span> </div><div class="et_pb_module et_pb_text et_pb_text_9 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><p class="western">We must look in the mirror with absolute, unyielding candour. The reliable person doesn’t just suffer from the incompetence of others, they actively cultivate it. Let’s be honest – your hyper-competence is a bit of a control mechanism. You don’t trust them to do it right, so you do it yourself, and then complain that you have to do everything. It’s a vicious cycle.</p> <p class="western">When you consistently step in to catch every falling knife, you create a profound moral hazard within your organisation and your personal relationships. You treat the adults around you like children, and in response, they predictably behave like kids. Why should a junior partner learn to navigate a complex litigation strategy when they know that if they fumble long enough, you’ll take the file away and draft the briefs yourself? Why should an executive director manage their own department’s budget crisis when they know you will stay up until midnight fixing their spreadsheets while cursing their bloodline under your breath?</p> <p class="western">In organisational behaviour, this is a textbook case of learned helplessness. In organisational behaviour, this is a textbook case of learned helplessness. In their definitive work on psychological conditioning, Peterson, Maier, and Seligman, establish that <i>“when people find that their actions have no impact on their environment, they develop a profound passivity that prevents them from attempting to alter future outcomes.”</i><b> </b></p> <p class="western">By being the ultimate safety net, you prevent the system from experiencing the necessary, corrective pain of its own failures. You act as an emotional buffer between incompetent people and the natural consequences of their incompetence.</p> <p class="western">The psychological toll of this dynamic is immense. You begin to view your peers not as respected collaborators, but as expensive toddlers. A toxic undercurrent of cynicism and resentment begins to pollute your professional relationships. You start to despise the very people who rely on you, viewing them as weak, lazy, or entitled.</p> <p class="western">Yet, you continue to feed their dependency because your entire ego is predicated on being the only person in the building who can get the job done. It’s a brilliant, darkly satirical loop – you complain about carrying the world on your shoulders while desperately tightening the straps on your backpack so nobody can take it off you.</p> <p class="western">The reliable asset is taken for granted because their performance is priced into the baseline of the company. Management doesn’t wake up in the morning wondering how to retain you, they know you’re far too responsible to walk away in the middle of a project. They don’t worry about your morale, because they know your professional pride will compel you to deliver excellence even if you’re entirely miserable.</p> <blockquote> <p class="western"><i>Your stability becomes your economic undoing. You are too valuable to lose, but too predictable to reward with the premium reserved for the wild cards.</i></p> </blockquote></div> </div><div class="et_pb_module et_pb_text et_pb_text_10 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h2><strong>Dismantling the Myth of the Sovereign Anchor</strong></h2></div> </div><div class="et_pb_module et_pb_image et_pb_image_4"> <span class="et_pb_image_wrap "><img decoding="async" width="1500" height="1125" src="https://bravingboundaries.com/wp-content/uploads/2026/05/Back-View-of-a-Young-Woman-Walking-on-Stepping-Stones-View-more-by-Wendy-Wei-from-Pexels.jpg" alt="Back View of a Young Woman Walking on Stepping Stones View more by Wendy Wei from Pexels" title="Back View of a Young Woman Walking on Stepping Stones View more by Wendy Wei from Pexels" class="wp-image-235735" /></span> </div><div class="et_pb_module et_pb_text et_pb_text_11 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><p class="western">How do we escape a trap when the trap is forged from our own virtues?</p> <p class="western">The shift requires a profound, highly uncomfortable re-evaluation of your identity. You must stop viewing your capacity to endure neglect as a sign of strength. Repeat after me – it’s not an achievement to be the person who needs nothing, it’s an operational failure.</p> <p class="western">It just means you’re cheap to run! Read that again.</p> <p class="western">To dismantle this role, you must introduce a controlled, calculated measure of volatility into your professional persona. This isn’t about throwing tantrums or missing deadlines – that’s amateur hour, and frankly, you have too much self-respect for that. It’s about shifting from a posture of unyielding compliance to one of strategic scarcity.</p></div> </div><div class="et_pb_module et_pb_text et_pb_text_12 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><h2><strong>The Auditing of Strategic Scarcity</strong></h2></div> </div><div class="et_pb_module et_pb_text et_pb_text_13 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner"><ul> <li> <p class="western"><strong>Let the minor fires burn –</strong> stop sprinting across the corporate floor with a fire extinguisher for blazes you didn’t light. If a colleague misses a deadline, don’t absorb their timeline into yours. Let the project stall. Let leadership see where the bottleneck actually resides. Let them smell the smoke.</p> </li> <li> <p class="western"><strong>Charge an administrative tax on your competence –</strong> if you’re asked to step in and save a failing initiative, don’t do it quietly in the dark. Demand the resources, the titles, and the explicit structural authority that should accompany that level of responsibility. If they can’t afford the premium, they don’t get the asset. It may be time for a little gasoline.</p> </li> <li> <p class="western"><strong>Destroy the “Low-Maintenance” brand –</strong> intentionally communicate your operational limits, your fatigue, and your strategic doubts. Force the system to acknowledge that your performance requires active maintenance, investment, and occasionally, being left completely alone. And now, get the matches. It’s about to get toasty.</p> </li> </ul> <p class="western">The next time an avoidable crisis arrives on your desk at the absolute end of the week, take a long, deliberate breath. Look at the radioactive package. Look at the expectant, slightly helpless faces waiting for you to save them from themselves. And remember that every time you choose to be the hero, you’re signing the check for a tax you should’ve stopped paying a long time ago.</p> <p class="western">Step off the pedestal. The ground is much more stable down here, and you don’t have to carry the ceiling.</p> <p class="western">Now listen up – if you’re tired of being the structural safety net for everyone else’s unmanaged chaos, it’s time to stop funding the dysfunction. Shifting away from the identity of the low-maintenance asset requires specialised framework building, objective clinical insight, and strategic repositioning.</p> <p class="western">Don’t wait for the system to change on its own – it won’t as long as you keep running it for free. Contact <b>Frieda Levycky</b> at <a href="https://bravingboundaries.com/contact-me/">Braving Boundaries</a> to set up a professional consultation. Learn how to navigate executive change, break down systemic patterns, and build a sustainable leadership framework that works for you, not against you.</p> <p class="western"> <p class="western"><span style="font-size: small;"><i>(Sources used and to whom we owe thanks – <a href="https://archive.nytimes.com/www.nytimes.com/books/first/b/becker-fear.html" target="_blank" rel="noopener">New York Times Archive</a>; De Becker, Gavin. <a href="https://www.amazon.ca/Gift-Fear-Survival-Signals-Violence/dp/0316235024" target="_blank" rel="noopener">The Gift of Fear: Survival Signals That Protect Us from Violence</a>; <a href="https://www.academia.edu/31891034/The_Gift_of_Fear" target="_blank" rel="noopener">Academia</a>; <a href="https://en.wikipedia.org/wiki/The_Managed_Heart" target="_blank" rel="noopener">Hochschild, Arlie Russell</a></i></span><a href="https://en.wikipedia.org/wiki/The_Managed_Heart" target="_blank" rel="noopener"><span style="font-size: small;"><i><b>.</b></i></span><span style="font-size: small;"><i> The Managed Heart: Commercialization of Human Feeling</i></span></a><span style="font-size: small;"><i><u>; </u></i></span><a href="https://pure.uj.ac.za/en/publications/moral-hazard/" target="_blank" rel="noopener"><span style="font-size: small;"><i>Moloi, T., & Marwala, T. (2020). Moral hazard. In Advanced Information and Knowledge Processing (pp. 81-88)</i></span></a><span style="font-size: small;"><i><u>; </u></i></span><a href="https://www.sciencedirect.com/science/article/pii/S2444883421000413" target="_blank" rel="noopener"><span style="font-size: small;"><i>Science Direct</i></span></a><span style="font-size: small;"><i><u>; </u></i></span><a href="https://pmc.ncbi.nlm.nih.gov/articles/PMC4920136/" target="_blank" rel="noopener"><span style="font-size: small;"><i>National Library of Medicine</i></span></a><span style="font-size: small;"><i><u>; </u></i></span><a href="https://ppc.sas.upenn.edu/sites/default/files/lhreformulation.pdf" target="_blank" rel="noopener"><span style="font-size: small;"><i>Learned Helplessness in Humans: Critique and Reformulation</i></span></a><span style="font-size: small;"><i><u>; </u></i></span><a href="https://www.ucpress.edu/books/the-managed-heart/paper" target="_blank" rel="noopener"><span style="font-size: small;"><i>University of California Press</i></span></a><span style="font-size: small;"><i><u>; </u></i></span><a href="https://seattleanxiety.com/" target="_blank" rel="noopener"><span style="font-size: small;"><i>Seattle Anxiety Specialists – Psychiatry, Psychology, and Psychotherapy</i></span></a><span style="font-size: small;"><i><u>). </u></i></span></p></div> </div><div class="et_pb_module et_pb_image et_pb_image_5"> <a href="https://bravingboundaries.com/book-a-call/"><span class="et_pb_image_wrap "><img decoding="async" width="810" height="450" src="https://bravingboundaries.com/wp-content/uploads/2026/05/Mailshot-CTA-images-2.png" alt="" title="Mailshot CTA images (2)" class="wp-image-235731" /></span></a> </div><div class="et_pb_module et_pb_divider et_pb_divider_0 et_pb_divider_position_bottom et_pb_space"><div class="et_pb_divider_internal"></div></div> </div> </div><div class="et_pb_row et_pb_row_1 et_pb_gutters1"> <div class="et_pb_column et_pb_column_1_4 et_pb_column_1 et_pb_css_mix_blend_mode_passthrough"> <div class="et_pb_module et_pb_image et_pb_image_6"> <span class="et_pb_image_wrap "><img loading="lazy" decoding="async" width="1080" height="1080" src="https://bravingboundaries.com/wp-content/uploads/2020/08/Alicia-Koch-The-Legal-Belletrist.jpg" alt="" title="Alicia Koch - The Legal Belletrist" class="wp-image-1704" /></span> </div> </div><div class="et_pb_column et_pb_column_3_4 et_pb_column_2 et_pb_css_mix_blend_mode_passthrough et-last-child"> <div class="et_pb_module et_pb_text et_pb_text_14 et_pb_text_align_left et_pb_bg_layout_light"> <div class="et_pb_text_inner">About the Author, <strong><em>Alicia Koch, Founder of The Legal Belletrist.</em></strong> Alicia, an admitted attorney with over 10 years PQE, and now a legal writer and researcher, has established The Legal Belletrist to assist companies (in different sectors) to write well-researched articles that speak to each company’s core business, enabling growth and commercialism.</p> <p>Click here to visit <a href="https://legalwhizz.wixsite.com/thelegalbelletrist">The Legal Belletrist website</a>. <strong>Email: <a href="mailto:alicia@thebelletrist.com" target="_blank" rel="noreferrer noopener">alicia@thebelletrist.com</a> </strong></div> </div> </div> </div> </div> <p>The post <a href="https://bravingboundaries.com/the-competency-tax-price-of-being-the-most-dependable/">The Competency Tax – The Exorbitant Price of Being the Most Dependable Person in the Room</a> appeared first on <a href="https://bravingboundaries.com">Braving Boundaries</a>.</p> ]]></content:encoded> <wfw:commentRss>https://bravingboundaries.com/the-competency-tax-price-of-being-the-most-dependable/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> </channel> </rss>