In general management theory, the choosing of a nominee for a job based on their current and typically exceptional performance within a given occupation rather than on qualifications for an intended position is referred to as "The Peter Principle" (Peter and Hull, 1969). If an incumbent is incapable of performing at the anticipated level of the intended position, they no longer perform effectively and as a consequence get promoted to a level they are no longer competent to perform (Peter and Hull, 1969). Individuals being sought out for promotion based on their expertise are susceptible to misinterpreting the promotion into management without fully understanding the role, especially if they come from a job where their responsibilities were narrowly focused. Being placed in a position where the expectations are less task oriented and more about budgets, strategic planning, internal and external analytical relationships is an endeavor that even experienced managers are challenged with. Although the incumbents philosophical approach in being able to successfully transition into management is predicated on their prior professional success, they may still be too inexperienced in their career for promotion (Ashkenas, R. 2010).