Few people will recognize the name Laurence J. Peter, but
almost everyone has heard of his now famous Peter Principle.
almost everyone has heard of his now famous Peter Principle.
He became widely famous in 1968, on the publication of The
Peter Principle, in which he states:
“In a hierarchy every employee tends to rise to his level of
Peter Principle, in which he states:
“In a hierarchy every employee tends to rise to his level of
incompetence…in time every post tends to be occupied by an employee who is
incompetent to carry out his duties…”
While Peter’s Principle is funny because it contains more
than a grain of truth, it is a gross overstatement. The dictionary defines
incompetent as: “…lacking the
skills, qualities, or ability to do something properly”, so if his principle
was literally true, no enterprise should survive very long.
than a grain of truth, it is a gross overstatement. The dictionary defines
incompetent as: “…lacking the
skills, qualities, or ability to do something properly”, so if his principle
was literally true, no enterprise should survive very long.
But many organizations that we suspect have been infected
with the Peter Principle do endure, some for decades. What is really happening?
with the Peter Principle do endure, some for decades. What is really happening?
In the real world, people are hired and invited to
contribute their skills and energy to the goal of achieving continuing success.
Sometimes their contribution is well beyond what is expected. More often the
performance is outstanding in a few areas and weak in others – overall a
satisfactory outcome.
contribute their skills and energy to the goal of achieving continuing success.
Sometimes their contribution is well beyond what is expected. More often the
performance is outstanding in a few areas and weak in others – overall a
satisfactory outcome.
As they acquire organizational experience, they also get
better known by their peers and their managers. They become candidates for
promotion, and if promoted, their job description changes. All too often they
are thrust into new roles for which they are unprepared and/or under trained.
better known by their peers and their managers. They become candidates for
promotion, and if promoted, their job description changes. All too often they
are thrust into new roles for which they are unprepared and/or under trained.
What then?
In many cases the organization does not respond by adding
training or reversing their promotion decision. Instead, they merely take that
person off the promotion list and leave in place someone who is not
incompetent, but merely mediocre. While it is generally true that “A” players
hire “A” players, these “B” players will hire “C” players. As a result the “B” players, through
their hires, will weaken the organizational talent pool.
training or reversing their promotion decision. Instead, they merely take that
person off the promotion list and leave in place someone who is not
incompetent, but merely mediocre. While it is generally true that “A” players
hire “A” players, these “B” players will hire “C” players. As a result the “B” players, through
their hires, will weaken the organizational talent pool.
And there is another bad side effect. As weaker players are promoted or
brought into the organization, the best and the brightest inevitably see what
is happening and they begin to exodus or refuse to join it.
brought into the organization, the best and the brightest inevitably see what
is happening and they begin to exodus or refuse to join it.
This insidious process, this pact with the organizational
devil, takes place every day in organizations around the world:
devil, takes place every day in organizations around the world:
Old Harry isn’t (Fill
in the blank)
in the blank)
A. Building
a strong team.
a strong team.
B. Delivering
long-term expectations.
long-term expectations.
C. Thinking
strategically.
strategically.
But,
He is (Fill in the
blank) A. A steadying influence.
blank) A. A steadying influence.
B. Good at handling temporary
workers.
workers.
C. A long-time employee.
As you think about your own organization in the context of
this topic, if you can honestly tell yourself that it has not been infected
with this phenomenon, pat yourself on the back, for you have attained a level
achievement attained by few.
this topic, if you can honestly tell yourself that it has not been infected
with this phenomenon, pat yourself on the back, for you have attained a level
achievement attained by few.
For the rest of us, I modestly introduce:
The Weissman
Principle, which asserts that:
Principle, which asserts that:
“In a hierarchy every
employee tends to rise to his or her level of mediocrity…in time every post
tends to be occupied by an employee who is precluding the opportunity to hire a
more productive (better) person to that post.”
employee tends to rise to his or her level of mediocrity…in time every post
tends to be occupied by an employee who is precluding the opportunity to hire a
more productive (better) person to that post.”
It is the Human Resources equivalent of Gresham’s Law, where
weak money drives out strong money, only in this case weak talent drives out or
denies a place for strong talent.
weak money drives out strong money, only in this case weak talent drives out or
denies a place for strong talent.
It starts silently, it grows slowly at first, but it spreads
widely and it saps your organizational competitiveness, energy and capability.
widely and it saps your organizational competitiveness, energy and capability.
Beware of the Weissman
Principle
Principle
What do you think? I’m open to ideas. Or if you want to
write me about a specific topic, let me know.
write me about a specific topic, let me know.