As if business leaders needed another challenge, many face one that is complex and painful: Having to unwind an internal promotion that did not work out as planned.
Promoting team members to a higher level of responsibility is mostly a positive move; one that demonstrates career growth opportunities while building a stronger team in the long run. Since incumbent employees are already known to the organization, there is less risk in moving forward with these individuals as opposed to bringing in someone new. Getting “passed over” for an opportunity can be disappointing to existing employees who feel they are ready for a higher level of responsibility. While they may be “ready,” the bigger question is this: Are they prepared?
This is not a new phenomenon. Dr. Laurence J. Peter wrote on this subject in the late 1960’s. His theory is that people within organizations are promoted until they reach a level at which they are not competent. Commonly referred to as “The Peter Principle,” this affects organizations of all sizes and specialties. What to do?
