"Women and minorities were exempted from the idea because they often weren’t promoted despite their competence and so didn’t get the chance to reach their level of incompetence."
"What really happens is that managers are promoted, not to their level of immutable incompetence, but to their level of anxiety and depression, which overwhelms their ambition and desire to succeed."
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Most leaders are also subordinates, most subordinates are also leaders.
A good follower have almost the same traits as a good leader. If everyone could manage themselves, commit to the organization, competent, courageous, honest, and credible, then Peter Principle would probably never have been written.
Most managers address the bad boss problem by getting out of the subordinate role as quickly as possible and, by improving their own leadership skills, becoming a good boss.
Incompetence can also be seen on how subordinates deal with their bosses.
Workers feel anxious on how their bosses think about them. Should I correct my boss? Does he think of me as a competitor? Am I capable enough? Should I take an action?
Of course, everyone would think of those question before making a move. But a wise subordinate know can recognize that a boss does not know what he needs and the best thing to do is address their suggestions to the boss. Why? Because the boss is the one with the greater power to act.
Also known as The Peter principle of Incompetence, it claims that people who do their job well are promoted to positions of greater responsibility, and so on, until they reach a position in which they are incompetent, so they remain stuck in that position.
When a person is promoted, they usually turn to different responsibilities and roles which requires completely different skills and insights.
Later on, the company will notice that they made a mistake in choosing the right person but will not want to admit it. As a result, the position will be maintained but will either end up unfilled due to voluntary resignation or imminent dismissal of the person.
Peter J. Lawrence, whose 1969 bestseller “The Peter Principle” satirically provided many insights on the hows and the whys of incompetents working among us, is now being taken more seriously.
People are promoted to a job they are incapable of doing, based on their previous performance. This makes most employees rise to their level of incompetence.
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