> One of the reasons the phenomenon persists (…) is because hiring managers, decision-makers, even voters can be easily “seduced” by characteristics incompatible with good leadership, such as overconfidence.
> (…)
> Once an individual is promoted, they become more visible to management, recruiters and other leaders; experience on a resumé begins to hold more value than actual performance outcome. And perhaps most importantly, once an employee is promoted, bosses become invested in that person’s success because it becomes a reflection of their own judgement. Failures are downplayed and losses are spun into wins.
It’s called failing upwards, and is not at all constrained to Silicon Valley.
https://www.bbc.com/worklife/article/20210226-failing-up-why...
> One of the reasons the phenomenon persists (…) is because hiring managers, decision-makers, even voters can be easily “seduced” by characteristics incompatible with good leadership, such as overconfidence.
> (…)
> Once an individual is promoted, they become more visible to management, recruiters and other leaders; experience on a resumé begins to hold more value than actual performance outcome. And perhaps most importantly, once an employee is promoted, bosses become invested in that person’s success because it becomes a reflection of their own judgement. Failures are downplayed and losses are spun into wins.