Peter Principle

A principle associated with Laurence J. Peter and Raymond Hull: promotion based on success in one role can place someone in another role for which different capabilities are needed.

The Peter Principle warns that success in a current role may be used to justify promotion into a different role with different demands. A strong salesperson, for example, may or may not be effective at developing other salespeople. The problem is a mismatch between what the selection process rewards and what the next job requires.

The original satirical formulation is stronger than the conclusion warranted in every workplace. People can learn, roles can change, and promotion systems can serve incentive purposes as well as selecting managers. Examine the next role directly and provide a route to develop or demonstrate relevant ability. A disappointing transition is not proof of permanent incompetence.

When to use it

When selecting someone for a new responsibility, designing career paths, or reviewing a difficult transition after earlier success.

How it can help

Helps evaluate the next role’s demands directly and design advancement and development opportunities around them.