The Peter Principle Revisited

In The Peter Principle, author Laurence Peter describes a common occurrence in many organizations – people rise (or get promoted) to their level of incompetence. They do well in a position, whether operating equipment,  completing administrative tasks, or selling in a retail store. As a reward for their exceptional performance in that position they are moved up to the next level, usually some sort of leadership or management position.  Individuals in search of advancement apply for, and sometimes win, jobs they are not truly qualified for. I’ve seen it time and time again in every type of organization and the results are a serious problem in the organization. Not only is there the loss of efficiency, but the frustration and stress on both sides of the equation creates an atmosphere of paranoia and firefighting. When incompetence abounds due to bad hiring & promotion decisions employee engagement takes a big hit and chaos abounds as management works to clean up messes and keep employees focused and motivated.  

The wise organization takes an intentional approach to developing a career path for individuals. Understanding competencies, strengths and talents allows individuals and companies to prevent the Peter Principle from happening. Job descriptions get a bad rap, and many are poorly written, but when done right they can be used to ensure people do not rise or get promoted to their level of incompetence, but rather find where they have the greatest strength and talent and align their job responsiblities accordingly. Once someone is in a position where they cannot perform well, the emotional and productivity toll is hard to overcome.