It's really nice to get a promotion. You have moved another rung up the organizational ladder and your career is in the lift. Suddenly though, you start noticing things. Things like: 'Things work differently up here than down there." What makes middle management a different kettle of fish? All of a sudden you don't only have to worry about those under your leadership, but also those above you. And the higher you climb up that corporate ladder, the more it seems like you're spending most of your time managing the leaders who are supposed to be leading you. Or managing the consequences of their actions.

So what's the problem? Is it only dealing with the Peter principle, which states that people rise in the organisation to the level of their incompetence? Or is there more going on? And more importantly the answer to the question: How do I deal with this in such a way that I can get on with what I'm supposed to do? In this blog we will explore these issues.

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