This is what happens when failure leads to a promotion

Kim (not her real name) is a scientist and tenured faculty member at a high-profile university. For years, she steadily moved up the hierarchy, yet no one could point to what she accomplished. She kept transferring from role to role, not because she succeeded. In fact, it was the opposite.

Kim wasn’t delivering measurable results, and no one liked working with her. She occupied an uncomfortable middle ground: not unsuccessful enough for the university to dismiss her, but no longer effective enough to stay.