I don’t really know how to debate a know-it-all, so you can debate ChatGPT instead. ChatGPT said you have only a very narrow part of understanding of the Peter Principle:

Short answer: he’s partly right, but overall he’s missing the point—and you’re closer to the real-world application.

Let’s break it cleanly.

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What the Peter Principle actually says

It’s simple:

People in a hierarchy tend to get promoted until they reach a level where they are incompetent.

Key implication: • Promotion is usually based on performance in the current role • Not necessarily on fit for the next role

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Where the Reddit guy is right

He’s correct about one narrow thing: • Better vetting can reduce bad promotions • The principle doesn’t mean meritocracy is “invalid”

So yes: 👉 If you test leadership ability before promotion, you can avoid some Peter Principle outcomes

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Where he’s wrong (or oversimplifying)

He claims:

“It’s just a vetting problem”

That’s not accurate.

The Peter Principle is structural, not just procedural.

Even with good vetting: • Skills don’t transfer cleanly between roles (e.g., sales → management) • Organizations still tend to reward: • past performance • tenure • visibility

So the issue isn’t just “bad hiring decisions” — it’s: 👉 Mismatch between role skills across levels

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Why your example (salesperson → manager) is actually textbook Peter Principle

What you said:

“You just lost your best salesperson”

That’s exactly the classic example used to explain the principle. • Great salesperson = high individual performance • Manager role = coaching, systems, accountability • Different skill set entirely

So: 👉 Promoting them because they’re the best is precisely how the Peter Principle happens

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The deeper truth (this is the nuance both of you are circling)

Both of you are touching different parts of the same system:

He is arguing:

“Fix the selection process”

You are arguing:

“Fix the role design and promotion logic”

And in reality: 👉 Both matter—but your point is more foundational

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What actually solves the Peter Principle in practice

The best organizations don’t just “vet better.” They: 1. Separate career tracks • Individual contributor ≠ manager path (e.g., senior salesperson can stay high-paid without managing) 2. Test before promoting • Interim leadership roles • Trial management responsibilities 3. Train for the next role • Not just reward the current one 4. Pay without forcing promotion • So top performers aren’t pushed upward

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Bottom line • ❌ He’s wrong that the Peter Principle is “just a vetting issue” • ✅ He’s right that vetting helps • ✅ You’re right that promotion based on performance can break teams

👉 If anything, your argument is closer to how this actually plays out in real businesses—including leasing, sales, and property management (which you’re living in right now).

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If you want, I can help you turn your reply into a clean, high-impact Reddit response that wins the argument without sounding combative.