Imagine climbing a ladder, where each step represents a new level of achievement in your career.
Now, imagine there’s a step where, once you reach it, climbing further becomes impossible—not because the ladder ends, but because your ability to climb does. Welcome to the Peter Principle.
Coined by Dr. Laurence J. Peter in 1969, this principle suggests that in a company’s hierarchy, people tend to rise to their “level of incompetence.”
Simply put, most people are promoted based on their performance in their previous role. Until they reach a position where they’re no longer competent enough in that role.
And that’s where they stop.
The beauty—and challenge—of this concept lies in its silent alarm: to pause and introspect. It’s not a career death sentence but a wake-up call to continually evolve, to plug the gaps in our competence before they become career stoppers.
Because you actually can increase your level of competence.
Recognizing where you need to grow requires humility and curiosity—qualities essential for any leader aiming to defy the Peter Principle.
In essence, the ability to progress beyond your current capabilities is not only about acquiring new skills; it’s about self-awareness and the willingness to adapt.
𝗧𝗶𝗽 𝗳𝗼𝗿 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹𝘀: assess what skills are needed for the 𝘯𝘦𝘹𝘵 step, and actively develop those. Ask for honest feedback.
𝗧𝗶𝗽 𝗳𝗼𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀/𝗛𝗥: promote people based on their suitability for their next role, not their performance on their current job. Create development programs.
So, how can you ensure your next promotion isn’t your last?
Stay tuned for part 2 of this series next week, where I’ll discuss a phenomenon that often goes hand-in-hand with the Peter Principle, keeping many from realizing their potential blind spots.
Hint: It’s not about your ability but your awareness of it.
No comment yet, add your voice below!