Peter Principle- How we rise to our level of incompetency

Suppose you are extremely good at the current job that you’re doing and feel that you’ve the set of all the required skills to excel in the particular position. Your efforts are well noticed and appreciated. Then suddenly, as one of the rewards for being a dedicated employee, you get a promotion. Once again, you do your best and are rewarded with another promotion but this time you suddenly realise that however brilliant you were at your last posts, you’re incompetent for the present one. That may come as a shock to you but it’s actually a formal phenomenon called Peter Principle.

In a book written in 1969 named The Peter Principle as a pun on Sigmund Feud’s theory of pleasure principle, Dr. Lawrence J. Peter lightsomely explained his principle. With real world examples, this book bridges the gap between theories and reality.

The central theme of this book was- In a hierarchical organization, employees tends to rise to their level of incompetence. However illogical and unfathomable it may seem at present, we all know the dark reality. Whenever an employee, possessing excellent set of qualities is promoted time and again, he reaches a position where he is no longer the best.

This does not mean that the upper positions are much more difficult to crack, but it simply says that the same set of qualities that won him/her the promotions become inept after reaching the post.

The only way an organization can deal with this seems appalling at once-by not promoting the employee. He/she may be excellent at their positions and will be most yielding there. Promoting them will decrease their efficiency and ultimately their self confidence. So unless they specifically display the qualities needed for a higher position, promoting them will be an institutional and personal loss. Instead, you can give them perks, rewards and appraisals along with pay hike.

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