| Hi✌️,
And welcome back to this weeks edition of INFUZED at the intersection of Structure & People.
I recently came across this and now I can't unsee it:
"The Peter Principle"
„In a hierarchy every employee tends to rise to their level of incompetence“
Think about it this way: whenever someone performs extremely well in a job, they are usually the ones next in line for a promotion. So whenever someone does exceptionally well, they get promoted, until... they don't do as well anymore.
That means people get promoted until they reach a position in which they are "incompetent".
The realization was satirically funny to me, but we can also learn from that thesis, Laurence J. Peter proposed, in two ways:
1. Mitigate the fallacy when structuring promotion processes.
2. Always keep learning & growing as a person to be ready for next challenge.
That is further proof that Darwin Smith, CEO of Kimberley-Clark from 1971-1991, was onto something when, in retirement, he answered the question why he was so successful:
„I never stopped trying to become qualified for the job.“
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