“I have been in my current organization for 3 years and held two distinct roles during that time. I continue to get positive feedback during the review cycles and everyone seems to be excited about my progress (I was an MBA hire if that context helps). I want to continue progressing in the organization and don’t know what to do other than to do my job well. Which is what I’ve been doing…What’s the right way to show you’re ready for a promo?”
-Pursuing promo
Hi Pursuing. Promotions are tricky to generalize because the criteria and processes vary so much. When I say they vary, I mean promos can look completely different across (and sometimes within) companies. It is a public display of values and the practices are often fraught with identity and emotion. Pulling it apart can be like unraveling a knotted ball of yarn. But - we will do our best!
Factors include everything from the availability of roles at the next level to budget cycles and strategic direction. There are also personal and political considerations beyond proving that you can do the work. I don’t have a simple formula to offer but can provide a framework that may help.
Every organization has rules for promotion readiness
In some groups, you have to prove yourself at the next level. This may be formally in a ‘stretch assignment’ or informally by taking on more responsibilities while maintaining your current level.
In other organizations you have to find a role at the next level and apply for it. In the process you must prove to the hiring manager that you are ready to take on the increased scope and responsibility that comes with the new title.
Some cultures have unwritten rules about how long you have to be at a level before you can be promoted, or how long is too long between promotions. Or there might be a hierarchy or tenure thing happening - sometimes you have to wait for ‘your turn’ to get considered for a promotion.
Each organization is unique. One of the best ways to get insight is to find a mentor who has been there for a while and experienced the process firsthand.
Several factors go into readiness at the managerial level
As an MBA graduate, I will assume that you are in a managerial or more senior position at your company. I won’t spend time on things like ‘is there budget’ or scope of role - that is largely out of your control. For senior promotions, the decision criteria typically include capacity, confidence, and risk.
Can you do the work required at the next level / have you proven your capacity
Are you a good problem solver
Do people want to follow you as a leader
Can you drive change
Do you have good judgment
How much confidence does the organization have in you
Will you continue to grow beyond the next role
Do they think you will stay with the company / are you worth investing in
Do other influencers within the organization see you as a good fit for promotion
What is the risk of promoting you
If you were to fail in the role, what is the outcome for the company/team
Especially if it is a controversial promotion - what reputational downside might your sponsors face? {ie if it is between promoting you and hiring a proven outsider, what does it mean to take a chance on you}
How will your promotion affect the team dynamics and your peers
Proving capacity can be straightforward
The first bucket, demonstrating capacity, is the most straightforward. You can prove this by asking for stretch assignments and going above and beyond in the role you have today. Ask your manager and skip-level what skills are required at the next level and request an assessment of your gaps. Get proactive about tracking the feedback and what you are doing to grow - make this an ongoing conversation with your management chain. I also recommend talking to people within your organization who hold the next-level role to get their perspective on the work and what is required to show that you can do it effectively.
Confidence and risk are typically discussed behind closed doors
For the other two buckets, confidence and risk, you are less likely to get straightforward answers from your manager. I have seen managers not share relevant context with their direct reports for fear that a good worker might leave because they aren’t seen as next-level material.
My best advice is to establish a mentee relationship with someone who is ‘in the room’ during promotion conversations. Because a mentor is outside your chain of command, they are more likely to let you in on the information that might cause you to reconsider staying in your current role. I have had mentors share some hard truths with me that, while disappointing to hear, helped me make better decisions about my career.
Mentors and advocates are the key to hidden insight
Find one or two people in your broader organization, establish trust with them, and start having frank conversations about promotion and what might be standing in your way.
You can find a mentor in one of several ways:
through a formal program
by volunteering for a side project that gets you exposure to different leaders in the organization
simply reaching out and asking for some time on their area of expertise
Make sure you click and can have real, candid conversations and go from there. Figure out what you have as pros and cons in the eyes of the organization and close the gaps.
Final note - promo isn’t everything
I’ll end by emphasizing that promotion isn’t everything. I know it is visible and important and shows progress. All those things are true. However, focus on what YOU want to learn in the role and how that fits into your broader career journey. It can be all too easy to get caught up in a traditional career path and keep moving along the progression.
But if your end goal is to do something different or take a zig-zag towards your next-next thing, then learning the skills that support that destination is more relevant than a title change.
If you enjoyed this article, subscribe to the Clipboard newsletter to receive Bite-Sized content like this. I appreciate the support.