Competence gets you hired for a job; character helps you keep the job. In the competitive world of employment, credentials and skillsets are what open doors. Employers look at academic papers, work experience, and professional certifications as indicators of a person’s capacity to perform. During interviews, candidates are assessed based on how well they understand the technical aspects of the job, how confident they sound, and how polished their presentation is. These qualities are undeniably important. After all, no employer wants to hire someone who cannot deliver the basic functions of a position. Competence matters. But as time unfolds, the reality begins to sink in: performance is not just about qualifications and skill. It’s about attitude, discipline, relationships, and a person’s moral fabric. And these qualities are not found on paper—they are lived daily. That is where character comes in.
In any job setting, one quickly realizes that talent alone cannot carry a person forever. A brilliant employee who lacks humility becomes a thorn in the side of colleagues. A highly skilled worker who cannot manage time or respect authority becomes unreliable. An experienced professional who lies, manipulates, or cuts corners for short-term gain may cause long-term damage to a company’s reputation or team morale. It is often said that people are hired for what they know and fired for who they are. That is not just a cliché—it is a working reality. Character becomes the compass that guides decisions when no one is watching. It influences how a person handles pressure, treats others, admits mistakes, and stays true to ethical standards even when doing the wrong thing might be easier.
The real test of character is not when things are going well, but when challenges arise. A person of character takes responsibility instead of shifting blame. They seek to find solutions rather than complain about problems. They show up on time, follow through on promises, and honour deadlines not because someone is watching, but because they understand that excellence is a personal discipline. In a world that is increasingly transactional and fast-paced, character might appear old-fashioned. But organizations that have thrived in the long term will tell you that trustworthiness, loyalty, and self-control are more valuable than brilliance alone.
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Colleagues value working with someone who is dependable and emotionally mature. Employers promote individuals they can trust. Clients prefer those who are honest and consistent. None of these attributes are technical; they are personal. They are reflections of a person’s values, upbringing, and inner discipline. Competence may win you applause during a presentation, but it is character that makes people want to work with you again. Character builds reputation. It shapes the unseen culture of an organization. It creates psychological safety, where people can be vulnerable, share ideas freely, and collaborate meaningfully without fear. One person’s negative character can poison a workplace, just as one person’s integrity can anchor it.
In the long arc of a career, people are remembered not so much for their skillsets as for their presence. A teacher might be admired for their mastery of content, but the lasting memory for students will be how they made them feel. A manager might deliver excellent results, but the legacy they leave behind will be based on how they treated their juniors. A doctor, lawyer, engineer, or pastor may be technically excellent, but their lasting impact will be measured in human terms—compassion, empathy, fairness, and humility. These are all qualities of character, not competence.
Character also determines whether a person can grow. While competence can plateau, character allows for continuous improvement. A teachable spirit, a willingness to accept correction, and a drive for self-betterment are products of character. The most competent individuals who lack this posture stagnate or become arrogant. On the other hand, people with strong character but modest skills often surpass expectations because they are willing to learn, adapt, and evolve.
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In hiring practices, more and more organizations are learning to look beyond the certificate. They conduct personality tests, scenario-based interviews, and team interactions to gauge a person’s emotional intelligence. This shift recognizes that technical competence is not the only predictor of workplace success. In fact, studies show that emotional intelligence and personal integrity are better indicators of long-term performance and promotability. This is why some people with stellar grades from top universities struggle in the workplace, while others with humble academic backgrounds thrive. Character makes the difference.
At a time when the job market is flooded with competent individuals, character becomes a powerful differentiator. The person who is respectful, disciplined, honest, and hardworking might not always stand out initially, but in the long run, they become pillars in their organizations. They are entrusted with greater responsibilities, mentored for leadership, and remembered during promotions or new opportunities. Their names come up in closed-door conversations not because of how loud they are, but because of how reliable they’ve been.
Everyone should strive to develop both competence and character. The two are not mutually exclusive; in fact, they complement each other. Skill without values is dangerous. But values without skill are insufficient. Together, they form the foundation for excellence. As we raise children, mentor young professionals, and build work cultures, we must insist on both. Let us teach our students to code and to be kind. Let us train our athletes to win and to be humble. Let us groom our professionals to excel and to be ethical. Because at the end of the day, competence might get you in the door—but only character keeps you in the room.
By Ashford Kimani
Ashford teaches English and Literature in Gatundu North Sub County and serves as Dean of Studies.
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