Sat & Sun, 15 & 16 November:  "The Peter Principle"  

How many Post Turtles do you know?

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"The Peter Principle is a concept in management theory in which the selection of a candidate for a position is based on the candidate's performance in his or her current role rather than on abilities relevant to the intended role."

And when people are advanced or promoted in such a manner, they will, inevitably, eventually reach a position for which they are completely unqualified.  Where they will stay.  And fail.  They call this "rising to the level of their incompetence."

Somewhere too many years ago I had read this.  I've always been on the lookout for my level of incompetence.  It can be rough.  You have to know the difference between hesitancy, humility and your limitations.   Because, if you accept a promotion or job for which you are not qualified, you are part of the problem; you have allowed yourself to rise to your "level of incompetence."

Even with or without this book ever having been written, I would think that you should be aware of this principle and not be so ignorant nor greedy as to allow this to happen and ... screw things up.   Contrary to what many like to think:  there are just some things that we, as individuals, cannot (and should not) do.

For example:

I don't speak Ukranian.  Or Russian.  I don't speak many other languages, either.  So, consequently, I would not accept a position in which being able to fluently speak one of those languages was a preliminary requirement.

Likewise, I would like to think that I would not *hire* someone incapable of doing a job into one at which they would clearly fail.  Also likewise, I should not *be* a hiring official responsible for the hiring of people into positions about which I know nothing.   But this happens.  All.  Too.  Regularly.

And while we may be happy when crappy coworkers or managers are removed from within our workplaces and spaces, some of us will then feel a very definite disturbance in the force when we see them moved to that "level of incompetence."  

But it is a lesser of two evils, maybe:  would we rather work with the problem or see the problem passed on to another department?

Wait and watch.  If the greater good is served and the needs of the many are met:   their incompetence will be their undoing (in someone else's office) and they won't be around long.

And depending on how you feel about where or for whom you work, you may find an overwhelming sense of responsibility to help expedite the process.   Do it.   You'll feel better.