The Peter Principle

Perhaps SIC leaders should study the “Peter Principle” which may explain some of the recent troubles and appalling financial failures.

It states that employees will rise or be promoted until they reach a position in the hierarchy of management where the work is too difficult for them and they have reached their level of incompetence.

This does not mean that they were always incompetent – they may have been extremely successful at the level they were working, but it may be that their new position requires skills (or levels of skill) that they do not possess and may never achieve in spite of further training.

The SIC may have compounded this principle by appointing new managers from outside the organisation who later appear not to possess the skills, experience or qualifications suitable for the post.

These new employees may have already reached their level of incompetence in their former employment.

Because incompetent managers tend to appoint deputies and assistants who are even less competent than themselves (otherwise their own shortcomings would be revealed) thus the system is perpetuated and indeed progressively worsens.

Maybe what is required is a more rigorous method for promotion and selection for senior appointments when previous performance is measured against external norms and “optimistic” CVs are thoroughly researched and investigated.

Interviewers should be aware that 25 per cent of CVs contain blatant lies, half-truths and exaggerations.

Roy Whitehead
Bressay