Posts Tagged ‘The Peter Principle’

Do you want to know when you are falling into the Peter Principle and what to do about it?

Here is a brief run down helping to predict when the fall could occur:

Note: All eight shown on the left are needed for a team to be well rounded and maintain success. If any are missing there is the risk of developing a blind spot in that area causing trouble to brew.

 

IF YOU ARE STRONG IN:

YOUR WEAKNESS IS TRIGGERED BY HAVING TO

Jumping into the fray and taking charge. Observe, be still and distill what is going on to a simple, insightful statement
Comparing, in detail, what is happening now to what has occurred in the past. Look at all the possibilities and develop options in the absence of rules.
Compassionately making sure everyone is taken care of. Build an over-arching mental picture that models the situation in detail.
Determining the principles and values needed in the situation. Take charge and command the group as to what to do next.
Observing, being still and distilling what is going on to a simple, insightful statement Jump into the fray and take charge.
Looking at all the possibilities and developing options in the absence of rules. Compare, in detail, what is happening now to what has occurred in the past.
Building an over-arching mental picture that models the situation. Compassionately make sure everyone is taken care of.
Taking charge and commanding the group as to what to do next. Determine the principles and values needed in the situation.

 

A classic example of this is being top-heavy with people who compare everything to the past. When trying to institute change there can be quite a bit of push back voiced in the saying, “We’ve always done it this way and there’s no reason to change.” They have a hard time seeing that change is needed as well as difficulty in determining all the possible ways the situation can be dismantled and improved. Not knowing how things will work in detail drives them nuts.

Something you may notice is that the attributes flip, i.e., when A is strong where B is weak then B is strong where A is weak. You may see an initial knee-jerk reaction between the two that is negative. In moving the team forward an approach that works in such situation is:

Assign both people to the same task. Judge their performance as a group rather than individually.

This creates a tension encouraging them to see that there is benefit in working with the other. It’s a lot like marriage.

As the team spirit develops a key characteristic for success emerges – interdependence!

It is this interdependence that is the basis for success. It means that as each person works to deal with his piece of the project in his minds eye the solution is interwoven with the pieces provided by others on the team. Things begin to click

Gary Monti PMI presentation croppedThrough his firm, Center for Managing Change, Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gwmonti@mac.com or through Twitter at @garymonti
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We left off on a confusing and possibly negative note with the last blog, i.e., what to do when our weaker mental functions are exactly what is needed to remedy situations. Let’s talk about a solution.

First, there is the challenge present. The project/company needs to keep running while changes are being put in place to remedy the situation. The first, most important thing to do is be humble.

Humility sends out a positive message to the organization. It is an admission of being human. It is a very powerful touchstone that can be used to develop connections with team members and stakeholders.

Humility is simply admitting to what one can and cannot do. There is a vulnerability associated with this. Paradoxically, there is a power present inside that vulnerability.

Being honest about your own strengths and weaknesses gives you the power to confront others on theirs. This starts the process of re-formulating the team and generating new rules for operating. The bonds established working this way are what hold the company together while the old rules fall apart and new ones are being defined.

Take the CEO who is strong in Thinking-extroverted but Feeling-extroverted is needed. By admitting to this and asking the staff “What to do?” the door opens for the management team to look at itself and see how paying attention to employees, team members, outside stakeholders, etc., can benefit everyone. This goes way beyond having the Excel spreadsheets in order.

An example of this is Dave Thomas, the founder of Wendy’s. He knew how to make a great hamburger and serve people. He didn’t know how to build and run a large corporation. So, he had the courage to step aside from those functions and let others take charge. He didn’t disappear; he shared power. He ended up coming back in to run the organization when there was a need to get Wendy’s focus back on to the product and serving people.

The short version of all this is:

No one has a corner on all the talents needed to solve complex problems. It takes a team.

There is an added benefit to this approach. We get to work with our weaker functions and strengthen them. So, that Thinking-extroverted executive can learn to become more people-oriented while trusting the team to take care of that function until she gets up to speed with regards to Feeling-extroverted. Will she be as strong in that area as someone who has it as a first function? No. However, she can learn to recognize the signs as to when it is needed, take it as far as she can, and defer to others stronger in this area and take their direction.

This all may sound very touchy-feely and lack any reference to BUSINESS. It is as serious as a heart attack. It is best ways to deal with the Peter Principle when it surfaces and keep the project/company on track for success.

Gary Monti PMI presentation croppedThrough his firm, Center for Managing Change, Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gwmonti@mac.com or through Twitter at @garymonti
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