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Forbes
19-05-2025
- Business
- Forbes
How Did They Get Promoted? The Office Trainwreck Explained
angry and frustrated woman talking on video call looking at webcam, angrily gesturing with hands ... More while sitting on sofa at home We've all asked it—sometimes out loud, often in disbelief: 'How in the world did they get promoted?' As you watch someone stumble through meetings, unable to make hard decisions, and creating chaos through self made nightmares, you ask yourself, 'What was leadership thinking?' Perhaps they were half decent in their last role, but now, as 'Director' or 'Vice President' in their email signature, they're sinking fast—and dragging the team down with them. This isn't just a case of office politics gone wrong. Promoting the wrong person is a predictable workplace trap—it's called the Peter Principle. Coined in 1969 by Dr. Laurence J. Peter, the principle is simple: people keep getting promoted until they reach a role beyond their capacity. It's one of those concepts that sounds like satire- until you see it come to life- across all industries, departments and job titles. At its core? We have a tendency to promote people based on past performance, not on future potential. If you are a rock star analyst, financial guru, or a star engineer, that skill set does not translate into a reality where you thrive at leading people. Leadership requires an entirely different tool kit - you need a high level of emotional intelligence, the ability to manage conflict, a strategic thinking mindset, and we rarely, if ever, test for those before handing someone the keys to a new team. Let's be honest: a promotion is like a reward. You can't offer them more money? You could give them a new title. Want to keep a high performers from leaving? Promise them a 'leadership growth opportunity'. An easy fix. But, the danger is that this turns leadership into a prize for loyalty instead of a serious, highly skilled role that will determine organizational health and culture. Dr. Ryan Warner in Psychology Today notes, 'Effective leadership isn't just about skills or expertise—it's about mindset, behavior, and the ability to inspire others.' And he's right—strong leadership transcends technical proficiency; it's about mindset and the ability to motivate and support people. Generally speaking, most workplaces are not designed to say 'no' to promotion-hungry employees. So, we end up over-promoting and under-preparing, while setting up people and teams to fail. A bad promotion doesn't impact one person - it affects the entire organization and damages the culture. Think about the department head who can't seem to deliver on anything, yet senior leadership hands them another portfolio. Or even better, they put an inexperienced leader on mission-critical tasks where they consistently fail to meet the mark. Employees start wondering why leadership is promoting people who can't manage their way out of a paper bag. They start asking questions like: 'Why are we rewarding incompetence?' Or 'Why is feedback being ignored?' And, 'Why am I still reporting to someone who can't lead?' Over time, trust erodes. The high performers start brushing up their résumé's and spending more time job searching on LinkedIn, and the organization begins losing the very talent it was attempting to keep. According to Gallup, managers account for 70% of the variance in employee engagement. An untrained and incompetent leader can undo years of team cohesion in months. So why do it? Einstein had a way with words - he said, "The definition of insanity is -- doing the same thing over and over and expecting a different result." If you do what you've always done, you will always get what you've always got. If we want to stop asking 'how in the world did they get promoted?' we must start changing the rules. Be bold and reimagine. Here's how to flip the chess board and avoid the leadership pitfalls of promotion: Split the Ladder: Create two career tracks: one for leadership, one for expert contributors. Make both respected, visible, and well-compensated. Not everyone should manage—and that's not a bad thing. Test for the Right Skills: Use behavioural interviews, simulations, and peer feedback to evaluate readiness. Can they give hard feedback? Navigate team dynamics? Set strategy? If not, don't promote yet. Give People a Trial Run: Don't just give them the keys to the car without making sure they know how to drive. Offer interim leadership roles or project-based team lead positions. See how they operate when given authority, without making it permanent too soon. Support After the Promotion: It's all about mentorship - so create that space. Even the best new leaders need help. Ongoing coaching, peer mentoring, and leadership training should be the norm, not the exception. When someone asks, 'How in the world did they get promoted?' It's often a sign that something's broken in your leadership pipeline. The best advice is to stop assuming great performers will make great leaders. Leadership isn't a reward. It's a responsibility - getting it wrong has consequences that most organizations can't afford.
Time of India
27-04-2025
- Business
- Time of India
Is your promotion a trap? The Peter Principle reveals how employees can rise to a level of incompetence and identity crisis
Have you ever wondered how highly skilled professionals can struggle when promoted to managerial roles? The answer could lie in a psychological phenomenon known as the Peter Principle—a concept that sheds light on the stark reality of hierarchical organizations . Based on the groundbreaking research by Laurence J. Peter, this principle argues that employees tend to rise to their level of incompetence. It's a bitter truth that has far-reaching implications for businesses and employees alike. #Pahalgam Terrorist Attack India stares at a 'water bomb' threat as it freezes Indus Treaty India readies short, mid & long-term Indus River plans Shehbaz Sharif calls India's stand "worn-out narrative" From Competence to Incompetence: The Rise of the Overburdened Leader Imagine this: you've been an outstanding engineer, praised for your exceptional problem-solving abilities. Your technical expertise is unparalleled, and your peers look up to you. Naturally, you're promoted to a supervisory position. But here's the catch: while you excel at solving technical issues, you falter at managing people, a skill set you've never developed. This is the very essence of the Peter Principle , where employees reach a position where their skills no longer align with their new responsibilities, and they remain stuck there. In his 1969 book, The Peter Principle , Peter and co-author Raymond Hull introduced this theory to the world, which, despite being intended as satire, struck a nerve with employees across industries. The principle is deceptively simple: employees rise within an organization until they are no longer competent at their job. At that point, they are "stuck," unable to continue improving or excelling. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Villas For Sale in Dubai Might Surprise You Villas In Dubai | Search Ads View Deals Undo — BBCArchive (@BBCArchive) An Identity Crisis: How Promotions Can Lead to Self-Doubt The Peter Principle isn't just about mismatched skill sets; it touches on a deeper issue—an identity crisis. Laurence Peter observed that many individuals in hierarchical structures begin to question their own worth once they are promoted to roles that they can't quite handle. These employees, who were once certain of their professional capabilities, now find themselves asking, "Who am I?" and "What is my purpose?" The dissonance between what they were once good at and the new demands placed on them can lead to self-doubt and a loss of professional direction. The feeling of being stuck in a role they are not equipped for is, unfortunately, all too common. iStock The Peter Principle isn't just about mismatched skill sets; it touches on a deeper issue—an identity crisis. Laurence Peter observed that many individuals in hierarchical structures begin to question their own worth once they are promoted to roles that they can't quite handle. Beyond the Corporate Trenches: Is the Peter Principle Universal? The Peter Principle's relevance extends beyond individual industries. Its influence can be seen in academic studies and even popular culture. Research conducted by Edward Lazear in 2000 explained how employees who rise through the ranks based on performance in their current roles often struggle when they reach positions that require new skills. The concept also drew comparisons to the Dilbert Principle by Scott Adams, which humorously suggested that incompetent employees are often promoted simply to "get them out of the way." You Might Also Like: Employee quits on Day 1. Reason No. 1: No laptop allowed for work. Reason No. 2 will surprise you less Moreover, recent studies on sales workers have confirmed that high performers often fail as managers. This, too, echoes the Peter Principle's assertion that excellence in one role doesn't guarantee success in another, especially when the skills required are vastly different. The Unfortunate Reality: A Vicious Cycle of Mediocrity The consequences of the Peter Principle can be far-reaching. When employees are promoted to roles where they cannot perform effectively, the entire organization suffers. Productivity declines, and businesses experience inefficiencies. This explains why many organizations see a dip in performance once certain individuals reach higher management roles, despite their initial success. It's not just about individuals; it's about the system's failure to recognize the mismatch of skills and roles. In fact, studies have shown that companies following the Peter Principle may even fall behind competitors, as inefficiency becomes institutionalized. Is There a Solution? Breaking the Cycle of Promotion While the Peter Principle outlines a sobering reality, there are ways to break free from this cycle. Promoting based on potential, rather than past success, could be one solution. Leaders in organizations need to recognize that technical expertise doesn't necessarily translate to leadership ability. Effective training, mentorship, and leadership development programs are critical in helping employees transition from one role to another without succumbing to the pitfalls of the Peter Principle. Are We Doomed to Fail? The Peter Principle forces us to confront an uncomfortable truth: promotions are not always the reward they seem to be. Rising through the ranks might be seen as the ultimate career achievement, but it can also lead to incompetence if the necessary skills for the new role are absent. As organizations, and as individuals, we need to acknowledge this phenomenon and find ways to address it before it becomes an irreversible cycle of underperformance. After all, in a world where promotion is often seen as a given, the real question we must ask ourselves is: What happens after we get promoted? You Might Also Like: 7 years and 4 job switches: Techie finally decides to move to home town after failing to find work-life balance You Might Also Like: Techie experiences burnout in 60 days due to bullying manager, compares work culture to a 'pressure cooker'
Economic Times
27-04-2025
- Business
- Economic Times
Is your promotion a trap? The Peter Principle reveals how employees can rise to a level of incompetence and identity crisis
The Peter Principle asserts that employees are often promoted to their level of incompetence, where their skills no longer align with new responsibilities. This phenomenon leads to inefficiencies and identity crises, as individuals struggle in roles they are unprepared for. Addressing this requires promoting based on leadership potential, not just past success, and providing adequate training. Tired of too many ads? Remove Ads From Competence to Incompetence: The Rise of the Overburdened Leader An Identity Crisis: How Promotions Can Lead to Self-Doubt The Peter Principle isn't just about mismatched skill sets; it touches on a deeper issue—an identity crisis. Laurence Peter observed that many individuals in hierarchical structures begin to question their own worth once they are promoted to roles that they can't quite handle. Beyond the Corporate Trenches: Is the Peter Principle Universal? Tired of too many ads? Remove Ads The Unfortunate Reality: A Vicious Cycle of Mediocrity Is There a Solution? Breaking the Cycle of Promotion Are We Doomed to Fail? Have you ever wondered how highly skilled professionals can struggle when promoted to managerial roles? The answer could lie in a psychological phenomenon known as the Peter Principle—a concept that sheds light on the stark reality of hierarchical organizations . Based on the groundbreaking research by Laurence J. Peter, this principle argues that employees tend to rise to their level of incompetence. It's a bitter truth that has far-reaching implications for businesses and employees this: you've been an outstanding engineer, praised for your exceptional problem-solving abilities. Your technical expertise is unparalleled, and your peers look up to you. Naturally, you're promoted to a supervisory position. But here's the catch: while you excel at solving technical issues, you falter at managing people, a skill set you've never developed. This is the very essence of the Peter Principle , where employees reach a position where their skills no longer align with their new responsibilities, and they remain stuck his 1969 book, The Peter Principle, Peter and co-author Raymond Hull introduced this theory to the world, which, despite being intended as satire, struck a nerve with employees across industries. The principle is deceptively simple: employees rise within an organization until they are no longer competent at their job. At that point, they are "stuck," unable to continue improving or Peter Principle isn't just about mismatched skill sets; it touches on a deeper issue—an identity crisis. Laurence Peter observed that many individuals in hierarchical structures begin to question their own worth once they are promoted to roles that they can't quite handle. These employees, who were once certain of their professional capabilities, now find themselves asking, "Who am I?" and "What is my purpose?" The dissonance between what they were once good at and the new demands placed on them can lead to self-doubt and a loss of professional direction. The feeling of being stuck in a role they are not equipped for is, unfortunately, all too Peter Principle's relevance extends beyond individual industries. Its influence can be seen in academic studies and even popular culture. Research conducted by Edward Lazear in 2000 explained how employees who rise through the ranks based on performance in their current roles often struggle when they reach positions that require new skills. The concept also drew comparisons to the Dilbert Principle by Scott Adams, which humorously suggested that incompetent employees are often promoted simply to "get them out of the way."Moreover, recent studies on sales workers have confirmed that high performers often fail as managers. This, too, echoes the Peter Principle's assertion that excellence in one role doesn't guarantee success in another, especially when the skills required are vastly consequences of the Peter Principle can be far-reaching. When employees are promoted to roles where they cannot perform effectively, the entire organization suffers. Productivity declines, and businesses experience inefficiencies. This explains why many organizations see a dip in performance once certain individuals reach higher management roles, despite their initial success. It's not just about individuals; it's about the system's failure to recognize the mismatch of skills and roles. In fact, studies have shown that companies following the Peter Principle may even fall behind competitors, as inefficiency becomes the Peter Principle outlines a sobering reality, there are ways to break free from this cycle. Promoting based on potential, rather than past success, could be one solution. Leaders in organizations need to recognize that technical expertise doesn't necessarily translate to leadership ability. Effective training, mentorship, and leadership development programs are critical in helping employees transition from one role to another without succumbing to the pitfalls of the Peter Peter Principle forces us to confront an uncomfortable truth: promotions are not always the reward they seem to be. Rising through the ranks might be seen as the ultimate career achievement, but it can also lead to incompetence if the necessary skills for the new role are absent. As organizations, and as individuals, we need to acknowledge this phenomenon and find ways to address it before it becomes an irreversible cycle of underperformance. After all, in a world where promotion is often seen as a given, the real question we must ask ourselves is: What happens after we get promoted?
