It is time to rethink their role,' explains Vinciane Beauchene, Associate Director at BCG and author of the study. 'While they are essential to the success of the company, managers today no longer know what is expected of them and have the impression that they are at the crossroads of all constraints. In France, only 32% of managers surveyed believe that their job has more advantages than disadvantages. The problem affects all managers: more than 80% of them find their job harder than before.

The study shows that the traditional model of internal promotion to managerial positions is increasingly challenged. According to a study conducted in 2019 by the Boston Consulting Group (BCG) and IPSOS among 5,000 employees and managers in five countries (China, France, Germany, the United Kingdom and the United States), the job of manager is becoming less and less attractive. The classic internal promotion whereby employees (often 'individual contributors') eventually end up managing and leading a team is increasingly being challenged. In addition, more and more employees no longer wish to become managers. This can then impact the entire team: these two positions, although related to the same function, require significantly different skills and qualities. Thus, the best salesperson on a team will not necessarily be the best sales manager. Once managers have reached their level of incompetence, they are no longer productive and can become overwhelmed, stressed and even toxic. Peter stated this idea in a satirical tone, this internal promotion mechanism is inadequate because it is based on the candidate's performance in their previous position rather than on their skills and abilities to succeed in their new position. According to this principle, your manager will remain at an incompetent level for the rest of his or her life. Indeed, have you ever seen your manager downgraded in the hierarchy because he or she did not have the expected skills? No, and that's the problem with the Peter Principle. And once promoted, it will be too late, because nobody is ever downgraded. Peter, a Canadian educator) not all individuals are to be promoted, since sooner or later they will be promoted for a position for which they do not have the required skills. Thus, according to the Peter Principle (defined by Laurence J. However, even if he is recognised for a specific expertise, there is no evidence that he has the skills to perform his new function, to be a manager or director. Therefore, as time goes by, and each time he proves his expertise, he will get another promotion. If an employee does his job well, he will be promoted. Peter's Principle: not everyone is to be promoted

He has reached his incompetence level as per the Peter principle.

As a result, he went from being an admirable mechanic to an incompetent repair shop manager. The workshop becomes overloaded, customers complain and his team members are frustrated. His expertise and perfectionism progressively become a disadvantage in his new position as they lead him to go the job of his team and as a result to neglect urgent deadlines or client management. As a result, over time, every position tends to be filled by an employee who is incompetent for the job.ДЇor example, an excellent mechanic is appointed head of the repair shop. HereвЂ™s why: employees are promoted based on their performance in their previous jobs until they reach a level at which they are no longer competent, as abilities for one job do not necessarily translate to another. Have you ever found your boss incompetent? If so, it's probably due to the Peter Principle: every employee tends to reach his or her maximum level of incompetence.

Peter principle meaning