Professors without Professing

“Why do we see professors who cannot profess?”
 
A friend asked me that question over coffee not long ago. A simple question, yet a heavy one. I paused before answering. Eventually, I said, we get what we chase.
 
Some people chase the title of “professor,” and once they have it, they stop. Others chase knowledge, and through years of persistence, the title comes naturally. One path seeks recognition; the other earns respect.
 
The Numbers Game
The reality of academia today is that numbers matter. The number of papers, citations, impact factors are the currencies of survival. The pressure to publish is immense, and many play this game skillfully, filling their CVs with long lists of publications.
 
It is not unusual today to see papers with a dozen or more authors, some only loosely connected to the work. It has become normal, even accepted, as part of the “publish or perish” culture.
 
But games have consequences. When quantity rules, something essential is lost. The academic system slowly weakens. Research becomes fragmented, knowledge is spread thin, and genuine contributions are buried under the weight of statistics. The system begins to reward speed over depth, volume over value.
 
The Essence of Professing
To profess is more than to publish. It is to speak with authority, to share knowledge meaningfully, to inspire others to think deeper. True expertise cannot be rushed; it requires going deep, staying long, and cultivating mastery in a field.
 
A professor without the ability to profess is like a title without substance – an empty shell. The danger is not only personal; it diminishes the meaning of the very institution that grants it.
 
When Titles Lead
The concern grows  when such professors are entrusted with leadership roles. This is the more troubling part. Titles often open the doors to more opportunities and influence, but influence without wisdom is risky. Decisions are made, strategies are set, and entire institutions are shaped by leaders who may know the game but not the substance.
 
Insecure leadership tends to suppress those perceived as threats, often the very people with ideas and integrity. Over time, the damage compounds. Good colleagues may disengage and leave, priorities skew toward metrics, and culture tilts away from learning and toward optics.
 
When leadership is driven by metrics rather than mastery, universities risk drifting away from their true mission: to create, preserve, and share knowledge. The cost is borne not just by the institution but also by students and society at large.
 
A Reflection
The title “professor” should be more than an academic rank. It should symbolize wisdom, depth, and the ability to profess with clarity and conviction. When the title loses its essence, it loses its value.
 
So I return to that question over coffee. Why do we see professors who cannot profess? Perhaps because too many of us have chosen to chase the title rather than the truth. And when titles without substance rise to power, the cost is not just credibility. It is the very soul of academia.
 
Prof. Azizi is a senior academic at Malaysian Graduate School of Entrepreneurship and Business (MGSEB), UMK (https://mgseb.umk.edu.my) and former university leader with experience in research policy, academic governance, and innovation strategy. He currently teaches and consults on higher education and entrepreneurship, and can be contacted at [email protected].