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.
摘自维基
你没分清能力和知识技术更新。升级后是否能够胜任新的职位，跟一个人的能力关系不大，但与一个人是否愿意不断进取有关。
比如说，一个人能负重100斤，走2里路。但级别升到一定程度，有200斤的重物要搬到2里之外。他可以（1）跑两趟，（2）聘三个人，加上他每人负重50斤，搬得更快。（3）聘四个人搬重物，其中一人做组长，他去干他该干的。以后有了搬东西的活儿，发愁的是组长。
（1）是你所谓的能力不够。（2）是权宜之计，因为迟早重物要增加到再聘三个人都干不了的地步。（3）则是所谓的领导力了。
