4 ms·

The problem is that due to the Peter principle (https://en.wikipedia.org/wiki/Peter_principle https://en.wikipedia.org/wiki/Peter_principle) the people making t

• danaris 6y ago
  While this is certainly true, I've felt for a long time that the Peter principle is missing something very important: "Doing the work," "managing the people doing the work," and "making the decisions about what work should be done" are not simply three ascending levels of expertise in one domain. They are three completely different domains. All good so far; the Peter principle takes this into account. Someone who's good at "doing" gets promoted to "managing", and doesn't have that skillset, and gets stuck there. But it's also true in reverse. Just because a particular person is not good (or, more generally, less good than the best) at "doing", that doesn't mean they'd be bad at "managing". And just because someone is not good at "managing" doesn't mean they'd be bad at "deciding". So you've got people who are good at working being promoted to manager, people who are good at working and managing being promoted to decider (which, I admit, is a bit more likely to work out than the others)—or, in many cases, people who were simply hired as managers being promoted to deciders—and then people who are good at managing or deciding, but only OK at working stuck at the worker level forever, unable to use their skills to help make things better.
  • bcrosby95 6y ago
    A more visible medium where you see this happen is in sports. Average players can go on to become great coaches or even managers.