Part 2/9:
The Peter Principle posits that employees are recognized for their current performance rather than their future potential, resulting in a situation where competent individuals ascend through the ranks but may lack the skills required for their new positions. As they adapt to managerial roles that depend on different competencies, many find themselves struggling. A relatable example is that of James Harrison, a skilled software engineer who is promoted to manage a team. Instead of thriving in his new role, James falters—unable to effectively transition from technical tasks to people management, highlighting the uncomfortable reality of the Peter Principle.