I was always hoping he would.
The logic goes like this, I think: persistence is the major constraint on advancement in competitive organizations, not productivity. Crazy actors are persistent, but this has nothing to do with whether they are productive or not.
Promote the weak because you can’t afford to lose the productive to management tasks.
My boss always says that there are three stages to the career of a reinsurance broker: placement (where you can complete a deal already in the pipeline), production (new pipeline) and management (where you can spawn pipelines in others).
My response to this is that though the skills are definitely somewhat uncorrelated, but the real problem is that the roles are cumulative, not a progression.