Jayson Lowe on promoting employees: they need to demonstrate the behaviors and responsibilities of the next role before getting the title. Promote too fast and you hit the Peter principle, where someone rises to their level of incompetence. Let high-potential people learn and grow first.
The one thing I consider when promoting someone, first of all looking internally, one of my criteria is that you have to be demonstrating those hows in that capacity before you're officially in that capacity. So if somebody has ambitions for that next role, they've got to be acting in that role before they officially are titled into that role. Now the Peter principle is rising to your own level of incompetence. So you can imagine for a moment if you have someone who you believe is talented who should be growing inside your organization, if you promote them too quickly, well chances are they've risen now to their own level of incompetence. They're going to fail. And you're the one that created that as the leader. Don't do it too quickly. Sometimes with a really talented person the urge is to move them through promotion too fast, give them time to learn and grow. You've got to act in that capacity before you're rewarded with the title.
