This article definitely resonates with my experience of 20 years in the engineering and research and development. Bad organizations tend to promote based upon

This article definitely resonates with my experience of 20 years in the engineering and research and development. Bad organizations tend to promote based upon faulty metrics and, commonly, people are promoted to their natural level of incompetence or are promoted a single level when the best organizational fit may be a 2-3 or three level promotion. e.g. from principal engineer to director of new product development. Good organizations work hard to figure out peoples strengths and what they enjoy, and then play people in their natural positions (as best as possible). Someone else wrote in this post that they got promoted from an engineering position to managing a small team and they hate it and don't feel like they are doing a great job. I can relate... a good engineer might not make a good team manager. You need a lot of strengths to team/people manager that a lot of engineers don't even want to have: attention to other people's details, high emotional IQ, enjoy Gantt charts, well organized, to name a few. ... but that same engineer discussed above might make a great director or CTO (or consultant to the CTO, etc.) where they are applying their technical knowledge to investigate technology, plan strategically, and chose technical directions that have immense impact on on the company's future. I have heard many a "CTO/chief scientist type" describe how much they hate detailed project planning and paying attention to all the little details people are supposed to be working on. But I know good managers who love that stuff.