Growth, pain and the Peter Principle

So we dream...
I daresay everyone is talented and somewhat expert at something - some of us are great at technical analysis, others at listening, some are phenomenal at planning long-term visions while some of us can skillfully put to paper books and stories that will make others dream or cry.

When it comes to the workplace however, our various talents do not always apply to our actual roles, leaving us more often than not frustrated and dissatisfied. Our talents sometimes leave us helpless in the face of what is required of us. Because work is made available to us, does not mean that we are fit for the roles and prepared to perform as expected. Of course, one can always learn, but where does that leave the tasks at hand?

Too often, business management needs are being filled by well-meaning, driven, untrained yet assertive, ready-to-peck-the-weakling staffers. This seems to be a recurring theme, particularly in young organizations driven by talented and ambitious thinkers. We hire in our own image they say, but how do we nurture? How do we promote? How do we help our exceptional talent elevate above their limitations and into new realms of knowledge and ability? Well, we do this... in our own image and as we know best, not necessarily how it should be for the best of the organization.


It brings to mind the Peter Principle
"The employee's incompetence is not necessarily exposed as a result of the higher-ranking position being more difficult — simply, that job is different from the job in which the employee previously excelled, and thus requires different work skills, which the employee usually does not possess. For example, a factory worker's excellence in his job can earn him promotion to manager, at which point the skills that earned him his promotion no longer apply to his job."

"One complication is that competent employees sometimes pretend to be incompetent. The simplest reasons for this might be avoiding the jealousy of co-workers and to annoy managers. A more complex reason might be avoiding promotion to management, i.e. "Creative Incompetence", which is especially common in businesses such as big box retail store chains where managers' base pay is low and they are not entitled to overtime pay."

In conclusion... IMHO
It seems to me that sometimes the more we know, the less we want to be. Unfortunately, we need to reach the top of our competencies in any given area in order to apply the constructs that will bring true growth in our lives. Both professionally and socially.

Respect & trust

It is difficult to assume your role in any relationship, when underestimated basics such as respect and trust are lacking; challenging your confidence and self-assurance. Having gone through some related experiences recently, I feel that I should expound on the topic (lightly). When I fall off my fortress wall, I like to apply the principles found in the simple life lessons and teachings given to me at a young age. It's important for me to revisit these principles as often as necessary.

Ambition and the fragile seeds germinating
Respect is part of the basics of life and co-existence; both the respect being given and that being received. Respect is earned and also granted. I was brought up to believe that trust stems from respect and that both trust and respect fuel positive relationships. Trust is a privilege and a fragile one at that. Trust breeds loyalty and loyalty breeds care. Care brings forth compassion.

Generally, trust will be lost before respect is lost, leaving a slim chance for repair in the relationship. Regaining trust is a long process requiring acceptance and mostly, the will to allow the effort necessary to reintroduce the possibility of trust into the relationship. When respect is lost, it never seems to come back. What a shame.

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