![]() ![]() Someone who bullies or is outspoken about teammembers' performance may get the job done, but will not succeed in the role. Supervisory role - In this position, success relies on efficiency and organisational skills.Not necessarily an administrator, although their team will always appreciate strong organisation skills, as will you. Needs to show deep knowledge of the field/pedagogy as it helps with alignment of their team. Team leadership - Gets the teachers on-board, rallies people behind a cause, and acts as a spokesman for the teachers.So, in simple terms, how can you identify potential candidates within your team for a successful promotion and avoid the Peter Principle? How can you make sure you're not promoting someone into incompetence? List form: Not the best activities for a dreamer (I admit this is not necessarily true, but you get my point). As a supervisor, their main activities could be perceived as being the guy who enforces standardisation and crushes creativity and ideation. A teacher who has a billion ideas, some of which are viable and exciting, is probably not good for a supervisory role. You, as an education manager, also need to know what skills are useful for performing well in other positions apart from teaching. This is the Peter Principle in action, and you should avoid it. ![]() Promoting teachers based on their current performance or competence in a teaching setting is not the same as the teacher demonstrating competencies characteristic of the role you're promoting them to. That lead to some very uncomfortable times in my experience. You may be tempted to give this teacher a promotion to a leadership or supervisory role. As a manager, you may see a teacher perform extremely well in class, show evidence of leadership among the student body, and get on well with their teacher peers. The vexing question of WHY someone is there is more often because they're directly above you, but I want to point out an important experience of my own. But the real catch of the Peter Principle is that you can find these examples in all levels of management: from a "team leader" through to a President or Chancellor.
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