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The Peter Principle - the book to validate most employees

Posted by: happycamper
Date: 8/14/2004 9:47:34 AM

The original principle states that in a hierarchically structured administration, people tend to be promoted up to their "level of incompetence". The principle is based on the observation that in such an organization new employees typically start in the lower ranks, but when they prove to be competent in the task to which they are assigned, they get promoted to a higher rank. This process of climbing up the hierarchical ladder can go on indefinitely, until the employee reaches a position where he or she is no longer competent. At that moment the process typically stops, since the established rules of bureacracies make that it is very difficult to "demote" someone to a lower rank, even if that person would be much better fitted and more happy in that lower position. The net result is that most of the higher levels of a bureaucracy will be filled by incompetent people, who got there because they were quite good at doing a different (and usually, but not always, easier) task than the one they are expected to do.

That was from an exerpt from a website I had found. I've known about the book for years though. I, too, have (and will soon have, as in past tense) a manager without supervisor capabilities. During my previous professions in the military I had supervised troops and had always had a fantastic reputation with them. They always said, "we can always talk to you" which made me feel terrific. And my reputation at my current industry of employment was great too. That's why in my current profession when I applied for the manager position, it was handed to someone "with more experience". That's what I was told.

I have to let everyone know something that I read sometime back, and it rings a familiar bell of truthfulness: "experience does not make a good manager, but their character and personality does; that's what retains good people and motivates them to work more efficiently"

And this person that was chosen is showing her a** bigtime. I think it's great, that I'm leaving the company and they're thinking "how am I going to compensate for that person's abilities that are leaving out the door?"

Why don't corporations think about how to retain people as a part of their Financials? In other words, why isn't retainability an issue when it comes to Revenue?

I would have stayed if only they had offered more opportunity. Instead, they figure I'm just another turnip off the truck willing to whittle away my hours doing a few small tasks day in and day out.

It took me a LONG LONG LONG time to get to the point of realization that it is not worth it to stay in a place of work that does not value it's employees. And to find work that was a good match for me was a long process as well.

I'm proof that it can be done, and YOU CAN DO IT TOO! These supervisors who poorly manage people are not worth your time of being mad, upset, depressed (take Prozac or Lexapro to be able to deal with them?). They're not worth entering your thoughts after you've left for the day and gone home. Leave them at the door when you go home if possible. And if you can't leave those ill thoughts at the door, it's definitely time for a change: quit your job, confront your boss, confront your boss's boss, have a set down with your Human Resources dept, file a grievance if you have documentation to back it up.

Which brings me to my next point: start documenting!!! Times, dates, people that were present... It all provides as useful ammo. When that incompetant supervisor scrambles to answer an important question about what happened when you're in talking with their boss or the Human Resources Director, you can pull your notebook out and make them ALL start to sweat.

Remember, your job is just there to be able to pay for your free time. Your job should not be there to consume it mentally, emotionally & physically.

Best of Luck!

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