People rise because they perform well, but eventually, the skills that made them successful stop working.
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The principle suggests that in hierarchical organisations, employees tend to be promoted until they reach a position where they are no longer competent. People rise because they perform well, but eventually, the
Someone who does their job exceptionally well gets promoted… and before long, things start to unravel. The team struggles. Decisions slow. Communication frays. And sooner or later, the same question surfaces:
Was this person actually right for the role? There’s a name for this phenomenon: the Peter Principle. It was first introduced in 1969 by Laurence J. Peter.
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ISSUE 20 GLOBAL PAYROLL MAGAZINE
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