\n<\/p>\n
There are lots of potential reasons why this might occur, says Shue. The personal drive \u2013 even aggression \u2013 that is needed to boost your own individual sales doesn\u2019t necessarily translate to the people skills necessary to motivate others, for instance.<\/p>\n
\u201cIt could be the types of experience or the types of people that are drawn to have very high sales and also to work on their own that makes them less effective managers,\u201d she says. Along these lines, Shue found that the sales workers who already had a record of working collaboratively tended to be much better managers.<\/p>\n
Although she does not yet have the data, Shue suspects that the problems described by the Peter Principle may also be rife in science, technology and engineering. \u201cThe best scientists and engineers \u2013 and this includes all those start-up founders \u2013 may not be the right person to eventually lead the organisation or to lead a team,\u201d she says. \u201cYou can see how there’s a difference in skills required to be a top scientist versus a top manager of scientists.\u201d<\/p>\n