![]() And you don't have to be as good as the others if you're on time and it's always a pleasure to hear from you." They'll forgive the lateness of the work if it's good, and if they like you. People will tolerate how unpleasant you are if your work is good and you deliver it on time. People keep working because their work is good, because they are easy to get along with, and because they deliver the work on time. "People get hired because, somehow, they get hired. I learned it in comics, but it applies to other fields too. And it is useful for anyone who ever plans to create art for other people, to enter a freelance world of any kind. "I will pass on some secret freelancer knowledge. But the real secret, I believe, is that this framework applies to all jobs. In writer Neil Gaiman’s keynote address at University of the Arts, he gifted the audience his secret framework for getting freelance work. Develop a skill set in high demand, but short supply.Īs most people in the workforce eventually learn, promotions are not based on your work alone. If your skill set isn’t scarce, you face either taking a salary hit or getting pushed out. Your wage will recalibrate back down to match your productivity until you reach a point of equilibrium. At first, you’ll likely experience a career burst as you start making more money than your peers, but that will quickly turn into a career bust if you fail to adjust your productivity growth. If your income rises faster than your productivity, you price yourself out of the market. In " How The Economic Machine Works," investor Ray Dalio offers a similar conclusion: "Don’t have income rise faster than productivity because you’ll eventually become uncompetitive." If you ever let your income rise faster than productivity, the Peter Principle traps you. In equilibrium, you’re paid what you think you are worth. But it’s the amount of money you make relative to the value you generate as an employee that matters. When many people enter the workforce, they are concerned (understandably) with how much money they make. I’ve been informally studying the trajectory of career success for the last 10 years, and to answer this question, I’ll leave you with three frameworks to consider.įocus On Productivity (Not Income) Growth ![]() And I believe that to be true.īut if this is truly a universal problem, it would be fair to ask: Are we all fated to fall into the Peter Principle, or is there a way out? The Peter Principle posits that this is almost a universal concept, that everyone at some point will experience this. But the skill set to excel in your current job doesn’t necessarily match the skill set required for the job you’re stepping into.Īt the start of your career or a new job, you might get promoted, but eventually, you get to a point where you no longer possess the skills needed for the job. ![]() ![]() Do well in your existing job and you will excel. That process, however ill-suited, is the same one in place for promotions at work. At school, you do well in an intro-level class, and you then advance to the next. Promotions at work, by and large, still mimic “promotions” at school. And you get a raise when you least expect it.Īfter 10 years of watching these promotion cycles, I’ve decided they only get more and more complex. You are recognized for work you thought everyone was doing. But you also get promoted faster than you expected maybe as many times as you’re disappointed. Your peer, who is no smarter nor harder working, gets promoted more quickly. Your colleague who definitely didn’t deserve it gets promoted. The guy you never thought would advance suddenly gets a raise. Every additional year I spend in the workforce, I realize promotions become increasingly mystifying.
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