Beating the Peter Principle – for others
If you are in a position of offering promotion or a new job, you
have to be aware of the Peter Principle and how to circumvent it.
You need to match the capacities of the candidate to the demands
of the job, and your starting point for this process should be an
analysis in depth of the skills required. These should be classified
under the headings of MATCH:
- Managerial– making things happen, leading, inspiring and
motivating people, team building and maintaining morale,
co-ordinating and directing effort, using resources produc-
tively, and controlling events to achieve the required results. - Analytical – dissecting problems and coming up with the
right conclusions about what is happening and what should
happen. - Technical/professional– an understanding not only of all the
tricks of the trade but also of how to use other people’s
know ledge effectively. - Communications– putting the message across.
- Human resource management/personal– the ability to persuade,
enthuse and motivate, trustworthiness, integrity, dedication.
When you have drawn up the specifications, measure the candi-
date against each of these criteria. Obtain whatever evidence you
can about his or her performance in the present job which gives
any indication of potential competence in these areas. Ask for
information on successes and failures and why they occurred.
This matching process should identify any potential weak-
nesses. You can then discuss these and decide on any help the
individual needs in the shape of coaching, training or further
experience.
Monitor the progress of the individual carefully in the initial
months. Your aim should be to spot dangerous tendencies in
good time so that swift remedial action can be taken.
Military incompetence
Norman Dixon suggests that there are two basic types of military
incompetence. The first group includes Generals Elphinstone
(first Afghan war), Raglan (the Crimean War), Butler (Boer War),
and Percival (Singapore). These were all mild, courteous and
304 How to be an Even Better Manager