Employees in hierarchies are steadily promoted for competence—until they reach a level where they’re incompetent.
People are promoted up to the level of peak incompetence.
Organizations may end up with leaders who are not effective in their roles.
Productivity and morale can suffer when people are not suited to their positions.
Examples
- Senior managers at large organizations who excelled in previous roles but struggle with new responsibilities.
- A top-performing engineer promoted to a management role, but lacking people-management skills.
- Teachers promoted to administrative positions, but not trained in leadership or policy.
Countermeasures
- Provide training, mentorship, and support for newly promoted employees.
- Use lateral promotions or dual career ladders (e.g., technical vs. managerial tracks).
- Regularly review fit, not just performance or tenure.