Have you ever worked with someone who was really effective in one role but then promoted to other roles, usually management, and ended having no idea and no real capacity to fulfil that role in a competent manner?
Chances are your answer is ‘yes’.
This is a common occurrence in many organisations where people are continually promoted until they are no longer effective in their roles – basically they rise to their level of incompetence. This is referred to as the Peter Principle which was highlighted by Dr. Laurence J. Peter in 1969.
Basically, the problem arises when the skills that makes someone successful in one role do not translate into another role on the same or next level. In hierarchical business structures, great performance is often rewarded with a promotion to … read more by subscribing.
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