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Promotions must be based on performance, because that is the only way to keep the idea of performance highlighted, maintained, and perpetuated.
If we are going to consider promotions, we have to consider the Peter Principle, which says that when someone is good at his job, he is promoted; he keeps getting promoted until he reaches his level of incompetence and then stays there.
The importance of training rapidly becomes obvious to the manager who runs into these problems.
may be who should do the training. Most managers seem to feel that training employees is a job that should be left to others, perhaps to training specialists. I, on the other hand, strongly believe that the manager should do it himself.
more output from his team. A manager generally has two ways to raise the level of individual performance of his subordinates: by increasing motivation, the desire of each person to do his job well, and by increasing individual capability, which is where training comes
Training is, quite simply, one of the highest-leverage activities a manager can perform.
