the main function of a pseudo-promotion is to deceive people outside the hierarchy. When this is achieved, the maneuver is counted a success.

Promotions Every time your company gives someone a promotion, everyone else at that person’s organizational level evaluates the promotion and judges whether merit or political favors yielded it. If the latter, then the other employees generally react in one of three ways: 1. They sulk and feel undervalued. 2. They outwardly disagree, campaign against the person, and undermine them in their new position. 3. They attempt to copy the political behavior that generated the unwarranted promotion. Clearly, you don’t want any of these behaviors in your company. Therefore, you must have a formal, visible, defensible promotion process that governs every employee promotion. Often this process must be different for people on your own staff. (The general process may involve various managers who are familiar with the employee’s work; the executive process should include the board of directors.) The purpose of the process is twofold. First, it will give the organization confidence that the company at least attempted to base the promotion on merit. Second, the process will produce the information necessary for your team to explain the promotion decisions you made.

The final key to the way I promote is bravado. I play to people's fantasies. People may not always think big themselves, but they can still get very excited by those who do. That's why a little hyperbole never hurts. People want to believe that something is the biggest and the greatest and the most spectacular. I call it truthful hyperbole. It's an innocent form of exaggeration—and a very effective form of promotion.

These pseudo‑events which flood our consciousness must be distinguished from propaganda. The two do have some characteristics in common. But our peculiar problems come from the fact that pseudo‑events are in some respects the op­posite of the propaganda which rules totalitarian countries. Propaganda — as prescribed, say, by Hitler in Mein Kampf — is information intentionally biased. Its effect depends pri­marily on its emotional appeal. While a pseudo‑event is an ambiguous truth, propaganda is an appealing falsehood. Pseudo‑events thrive on our honest desire to be informed, to have “all the facts,” and even to have more facts than there really are.

Or, suppose you want to motivate your managers to ship products on time, so you conspicuously promote each manager whose product goes out the door on schedule. All goes as planned until the situation arises in which one of your managers has a project where the testers are reporting numerous problems. Because managers who have shipped products on time have been promoted, this manager thinks, I want that promotion so I need to ship this on time, but those bug reports are getting in the way. I know what I'll do! I'll put the testers on another project until the developers have a chance to catch up.

Self-promotion is self-defeating. No matter how brilliant an individual, one becomes instinctively "leery" when he toots his own horn.

Contrary to popular belief, it's often your clothing that gets promoted. [...] Always dress better than your peers so your clothes will be the ones selected for promotion. And make sure you're in your clothes when it happens. One man made the mistake of bringing his dry cleaning to work and ended up as a direct report to his own sports jacket.

a staff increase may produce a temporary improvement, but the promotion process eventually produces its effect on the newcomers and they, too, rise to their levels of incompetence.

I do promotion when it is necessary ... But I always want to get back to the music. The personal appearances and red carpet events are very glitzy, but it's a bit false.

One way to level across groups is to hold a regular promotions council that reviews every significant promotion in the company. When a manager wishes to promote an employee, she will submit that employee for review with an explanation of why she believes her employee satisfies the skill criteria required for the level. The committee should then compare the employee with both the level’s skill description and the skills of the other employees at that level to determine whether to approve the promotion.

Such an extreme policy will not be generally tolerated. So, to avoid the accumulation of incompetents, administrators have evolved the plan of promoting everyone, the incompetent as well as the competent. They find psychological justification for this policy by saying that it spares students the painful experience of failure.

Ideally, the promotion process should yield a result similar to the very best karate dojos. In top dojos, in order to achieve the next level (for example, being promoted from a brown belt to a black belt), you must defeat an opponent in combat at that level. This guarantees that a new black belt is never a worse fighter than the worst current black belt.

The propagandist naturally cannot reveal the true intentions of the principal for whom he acts... That would be to submit the projects to public discussion, to the scrutiny of public opinion, and thus to prevent their success... Propaganda must serve instead as a veil for such projects, masking true intentions.

Here propaganda has its place. It must prepare the way actively and educationally. Its task is to prepare the way for practical actions. It must follow these actions step by step, never losing sight of them. In a manner of speaking, it provides the background music. Such propaganda in the end miraculously makes the unpopular popular, enabling even a government’s most difficult decisions to secure the resolute support of the people. A government that uses it properly can do what is necessary without running the risk of losing the masses.