The Peter principle is a concept in management developed by Laurence J. Peter, which observes that people in a hierarchy tend to rise to their "level of incompetence". In other words, an employee is promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. The concept was elucidated in the 1969 book The Peter Principle by Peter and Raymond Hull.
摘自維基
你沒分清能力和知識技術更新。升級後是否能夠勝任新的職位，跟一個人的能力關係不大，但與一個人是否願意不斷進取有關。
比如說，一個人能負重100斤，走2裏路。但級別升到一定程度，有200斤的重物要搬到2裏之外。他可以（1）跑兩趟，（2）聘三個人，加上他每人負重50斤，搬得更快。（3）聘四個人搬重物，其中一人做組長，他去幹他該幹的。以後有了搬東西的活兒，發愁的是組長。
（1）是你所謂的能力不夠。（2）是權宜之計，因為遲早重物要增加到再聘三個人都幹不了的地步。（3）則是所謂的領導力了。
