In BusinessWeek this week, there’s a great one page article about The Peter Principle, a book whose basic premise is that the workplace does strange things to people. It was the precursor to The Office, Office Space, and the Dilbert comic strip. We laugh because the material is funny, and it’s funny because it’s all too familiar to all of us.
The main conclusion of The Peter Principle is one of my favorite quotes that I repeat so often as I read the paper these days or hear my friends talk about their latest work travails: In a hierarchy, every employee tends to rise to his level of incompetence. And while it’s a bold statement, it’s also completely logical. We are pushed so hard to claw our way up as high as we can go that we risk toppling over to the other side of the tipping point that represents exactly where we optimally operate.
Here’s a great example: A friend of mine has a boss who is brilliant at my friend’s job, which she used to have. The boss is a fantastic individual contributor, very detail-oriented, strong follow-through, enjoys rolling up her sleeves, and pitching in wherever she’s needed. These are perfect skills and interests if you have my friend’s job. They aren’t good if you’re her boss. Her boss has no interest in developing people, managing others, or taking a step back and distributing work among the team members. She likes implementation and has no interest (or skill) in strategy.
Such a classic case: My friend’s boss was excellent at her job, and because she did so well they promoted her – right into the completely wrong type of role. We see this all the time at so many companies. It’s all about growth – as much of it as we can get as quickly as possible. As a result, a lot of people, good, talented people in just the right place, end up being moved to a position where they have no aptitude or interest. All for the sake of “growth”.
You’d think we’d learn our lesson: companies grew too big, people’s financial ambitions grew too big, we lived beyond our means for so many years, housing prices and demand for real estate sky-rocketed causing bidding wars. In so many aspects our economy grew so big that it was bloated, and as a result, a correcting period has begun that has destroyed all of the growth we’ve experienced the last decade. So what good was the growth at all?
Here’s a little bit of advice that I try to remember every day and it has helped me tremendously in my career: keep you eyes on your strengths, your interests, and your goals. Not your company’s. Not your boss’s, or your friends’, or your family’s. Yours. For example, I enjoy managing large, cross-functional teams that work on complex, multi-faceted problems. I like making things, tangible new products that answer an unmet need, and I’d like to help people live extraordinary lives through the work that I do. Pretty simple to state, hard to keep doing. There are always distractions, always people who want you to stop doing what you’re good at and what you love, and do something you aren’t so great at. Growth in new areas has its benefits, though should not be undertaken at the expense of your aptitudes and happiness. Why rise to a level of incompetence and fail when you can do what you love and are good at and succeed? Growth has its rewards, but it can, and often does, come with a very heft price tag.
Published by Christa Avampato
IN BRIEF
Author, journalist, digital product manager, and licensed New York City tour guide. Creator and host of NYC's Secrets and Lies. Alumna of the University of Pennsylvania (BA), the Darden School of Business at the University of Virginia (MBA), Arizona State University (Biomimicry), and the University of Cambridge (MSt in Sustainability Leadership).
I build digital media platforms, report on urban climate resilience and biodiversity, and produce live narrative experiences that connect communities to history, nature, and place.
THE DEEP DIVE
My work centers on a single thread: building systems and stories that foster deep connection to our shared world. Across digital streaming, environmental reporting, and live civic storytelling, I design experiences that help people understand complex ideas and the environments around them.
DIGITAL PRODUCT STRATEGY & MEDIA LEADERSHIP
At Carnegie Hall, I serve as Digital Product Manager, leading product strategy, operations, and technical delivery for the video streaming platform Carnegie Hall+. I translate artistic mission into scalable, high-performance streaming architecture that reaches audiences globally. Previously, I led agile product and delivery teams across operations and compliance at American Express, managed Broadway theatrical productions and national tours, and guided strategic initiatives across cultural institutions.
ENVIRONMENTAL JOURNALISM & AUTHORSHIP
As a freelance journalist, I investigate how living systems, urban infrastructure, and human culture intersect. My reported features on urban decarbonization, biodiversity, coastal resilience, and biomimicry appear in publications including Smithsonian Magazine, The Washington Post, Mongabay, Natural History Magazine, and Foreign Policy Magazine. In fiction, I write the Emerson Page young adult novel series, alongside upcoming historical fiction and nonfiction works on New York history, mythology, and human resilience. I also write Togetherhood, a LinkedIn newsletter focused on urban ecology and community restoration, and co-host the podcast Frameworks in the Wild.
LIVE EXPERIENCE & CIVIC STORYTELLING
As a licensed New York City tour guide and live event producer, I transform urban landscapes into shared narrative encounters. I created, produce, and host NYC's Secrets and Lies, an interactive live storytelling series staged across cultural landmarks including the New York Transit Museum, the South Street Seaport Museum, and the historic tall ship Wavertree. I also design and lead site-specific walking tours exploring coastal ecology, food history, and neighborhood evolution, often with partners at Climate Week NYC and the Natural Areas Conservancy.
DOUBLE OR NOTHING MEDIA
Through my independent production studio, Double or Nothing Media, I develop ventures across media, ecology, and public history:
Digital Products & Strategy: Architecting scalable digital platforms, streaming experiences, and operational models for mission-driven institutions.
Environmental Reporting & Publications: Delivering long-form reporting, books, and newsletters grounded in climate resilience and regenerative design.
Site-Specific Live Storytelling: Producing immersive live shows and educational walking tours that engage public audiences in community history.
CONNECT
Website & Production Hub: doubleornothingmedia.com and christaavampato.com
Newsletter: Togetherhood on LinkedIn - linkedin.com/newsletters/togetherhood-7273771832221089792/
Instagram & Threads: @christarosenyc
Emerson Page Novels: emersonpagebook.wordpress.com/
View all posts by Christa Avampato
In BusinessWeek this week, there’s a great one page article about The Peter Principle, a book whose basic premise is that the workplace does strange things to people. It was the precursor to The Office, Office Space, and the Dilbert comic strip. We laugh because the material is funny, and it’s funny because it’s all too familiar to all of us.
