It’s not their fault that they are incompetent (Image: David Seed/Taxi/Getty)

IN THIS season of goodwill, spare a thought for that much-maligned bunch, the men and women at the top of the management tree. Yes, the murky machinations of the banking bosses might have needlessly plunged millions into penury. Yes, the actions of our political leaders might seem to be informed more by dubious wheeler-dealing than by Socratic wisdom. And yes, the high-ups in your own company might well be the self-important time-wasters you’ve always held them for.

Don’t blame them, though. It’s not their fault. There are good reasons to expect that bosses can’t help but be incompetent – adrift on a sea of troubles they neither understand nor can control. Better to take pity on the poor souls: there with the grace of the promotion committee go all of us.

The idea that high-level incompetence is inevitable was formulated in the 1969 best-selling book The Peter Principle: Why things always go wrong. Its authors, psychologist Laurence Peter and playwright Raymond Hull, started from the observation that while jobs generally get more difficult the higher up any ladder you climb, most people only come equipped with a more or less fixed level of talent that corresponds to their intelligence, knowledge and energy. At some point, then, they will be promoted into a job they can’t quite handle. They will, as Peter and Hull put it, “reach the level of their own incompetence”. And there they will stay, fouling up operations until they either retire or some egregiously inept act gets them fired.

The problem is what they get up …