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<blockquote data-quote="soberups" data-source="post: 1036604" data-attributes="member: 14668"><p>Also known as the "Dilbert principle", whereby all persons in a meritocracy tend to rise to their level of incompetence and remain there.</p><p></p><p>Probably the best management people I have ever worked for are the ones who have accepted the fact that they will not rise any higher than their current level. Since they no longer aspire to be promoted, they are free to focus on doing the right thing for the <em>business</em> rather than the right thing for their <em>careers</em>. These people tend to be more willing to make correct decisions and take the heat for them rather than chasing silly numbers off of a cliff in order to make themselves look better on some report. Ideally, these people would be compensated based upon their <em>time</em> with the company versus whatever level they are able to climb to.</p><p></p><p>You are correct about the lack of correlation between being a good driver vs a good management person. My current supervisor has, by his own admission, less than 6 months of actual driving experience. This has <em>not</em> prevented him from doing his job capably. He is younger and much more computer-literate and detail oriented than the older breed of on-car supervisor, and these skills are far more important in todays UPS than actual behind-the-wheel experience. The key for such a person to succeed is to be honest and forthright about that lack of experience so as to remain open minded and teachable.</p></blockquote><p></p>
[QUOTE="soberups, post: 1036604, member: 14668"] Also known as the "Dilbert principle", whereby all persons in a meritocracy tend to rise to their level of incompetence and remain there. Probably the best management people I have ever worked for are the ones who have accepted the fact that they will not rise any higher than their current level. Since they no longer aspire to be promoted, they are free to focus on doing the right thing for the [I]business[/I] rather than the right thing for their [I]careers[/I]. These people tend to be more willing to make correct decisions and take the heat for them rather than chasing silly numbers off of a cliff in order to make themselves look better on some report. Ideally, these people would be compensated based upon their [I]time[/I] with the company versus whatever level they are able to climb to. You are correct about the lack of correlation between being a good driver vs a good management person. My current supervisor has, by his own admission, less than 6 months of actual driving experience. This has [I]not[/I] prevented him from doing his job capably. He is younger and much more computer-literate and detail oriented than the older breed of on-car supervisor, and these skills are far more important in todays UPS than actual behind-the-wheel experience. The key for such a person to succeed is to be honest and forthright about that lack of experience so as to remain open minded and teachable. [/QUOTE]
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