![]() Regardless of our aptitude for a new position it would be difficult to turn down any opportunity to ease our financial burdens. ![]() And who could blame them? There are bills to pay, children to send to college, and the security of the future to consider. With an eye on the mortgage payment or retirement account, individuals who know a promotion isn’t right for them may just take the position anyway. The effects of the former two are obvious. This sounds easy but is complicated by certain external factors that drive people to accept promotions, such as financial pressures, retirement concerns, and the appeal of a role with greater power to (ideally) effect positive changes in the workplace. In exploring strategies for combating such a seemingly inevitable process, the answer is both the simplest and most challenging one possible: by recognizing and respecting our own professional boundaries. ![]() But it is just as likely that they will muddle through, keeping the metaphorical lights on, but never achieving much or inspiring others. Perhaps they are lucky enough to already possess the aptitude for their new work and savvy enough to obtain whatever training they may need in this case they have not yet reached their level of incompetence. Instead of being promoted to their new role because they displayed the requisite skills to perform well as a department head (or the potential to develop them), they have been plunged into an entirely new situation without much, if any, preparation. For instance, a reference or cataloging librarian may suddenly be promoted to head of their department because they performed well as a librarian but as a department head they now need a whole new array of skills to be successful, such as effective communication, strategic planning, and people management skills. It’s an appalling theory, and no less disturbing because it rings true. Strong job performance as a staff member is not a predictor of strong performance as a manager. Peter and Hull attribute this phenomenon to the fact that promotions are generally based upon performance in the old position, while each higher-level position requires new and different skills. In short, most people advance in their careers until are promoted to a level at which they cease to achieve. In their book of the same name, the authors observe with satirical accuracy that, regardless of career field, high-performing individuals are continuously promoted over time until they reach the point at which the challenges of their new position exceed their skills, thereby decreasing their performance, eliminating the possibility of future promotions, and reducing the effectiveness of the organization as a whole. Saving Earth Britannica Presents Earth’s To-Do List for the 21st Century.“Shadow Steps” photo by Flickr user elycefeliz (CC BY-NC-ND 2.0)Ī few years ago I learned of the “Peter Principle”: the concept that in hierarchical organizations, whether public or private, individuals are promoted up to their level of incompetence, and there they remain (Peter and Hull 16).Britannica Beyond We’ve created a new place where questions are at the center of learning.100 Women Britannica celebrates the centennial of the Nineteenth Amendment, highlighting suffragists and history-making politicians.COVID-19 Portal While this global health crisis continues to evolve, it can be useful to look to past pandemics to better understand how to respond today.Student Portal Britannica is the ultimate student resource for key school subjects like history, government, literature, and more.Demystified Videos In Demystified, Britannica has all the answers to your burning questions.This Time in History In these videos, find out what happened this month (or any month!) in history.#WTFact Videos In #WTFact Britannica shares some of the most bizarre facts we can find. ![]()
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