One of the reasons clients sign-up to work with me is to get promoted to the next level. This promotion can include from a first-level manager, all the way up to CEO. In this blog I want to disabuse the mythical notion many hold—great or exceptional work performance at their current job is an automatic ticket to the next promotion—and provide some guidance that will allow them to have a better perspective on what it takes to be “promotion ready.”
One fact that many do not realize is that over the past decade or so organizations have become flatter. What this means to everyone is that there are now even fewer positions as you go up the ladder. Secondly, good performance—if not great performance—is only the table stakes for a promotional consideration. Ironically, sustained exceptional performance in a particular role can sometimes disqualify someone to be promoted to the next level. Why? Some companies believe that keeping a person performing this well at their current level is the best way to extract most value from that person! This is particularly true in Sales.
So, what are some of the rules of the “promotion game” that can be followed and what are some of the “gottchas” from which people learn the hard way? Here is my list compiled from my own corporate career and from watching and coaching many clients over the past 12-plus years as a career coach:
- Strong performance is a prerequisite to be considered necessary for the next level promotion, but that alone is often not sufficient. Your boss wants to ascertain that, if promoted, you will have sufficient respect from your current peers to be worthy of being their boss. Also, this performance needs to be demonstrated in a sustained way not as a “flash in the pan.”
- If your boss is at the same title (manager reporting to another) there is no headroom for them to move up (either because of their mediocrity or org structure) your promotion can be held back until there is headroom. What this means is that you must help your boss to get promoted through your overt actions.
- Once you reach a certain level of leadership (director and above) your image becomes increasingly more important for your promotion. At higher levels this element can even trump your job performance. How you fit in the “executive club” at that level becomes a key factor in management’s decision for you to be considered promotion-worthy!
- Even at a manager level, moving up, having a clear and visible succession plan is critical to moving up. Many believe that if they focus on doing exceptionally well and showcasing their own successes they will be lined up for the next-level promotion. They are disappointed and surprised when a “lesser” performing peer is picked for promotion because they have a clear line of succession and they can be replaced seamlessly when the promotion is announced. Yet another factor critical to a promotion is that you must already be “seen” as working and performing at the next level.
- Many companies have a certain “waiting period” before a person is promoted to the next level. Typically, at a director level this can be 3-5 years. What this means is that unless you show a sustained level of performance at this level you are not considered promotion-ready for the next (Sr. Director or VP) before that time is up. So, if you are anxious to get to the next level start looking outside if this time frame is getting in your way.
- As you move up in the chain of command being smart (high IQ or subject-matter- expertise go-to person) can only be table stakes. Other elements such as Emotional Intelligence (EQ), Political Intelligence (PQ), Cultural Intelligence (CQ), and Contextual Intelligence (XQ) can become even more important. Each of the four Qs can be developed if you remain open to that possibility; IQ is natural, so you cannot “build it.”
- Focusing more on performance and getting a higher pay grade can sometimes be more important than getting the next higher title. Why? Once you achieve a certain level of compensation and if you have a solid record of job performance (career momentum) it is easier to transition to another company with the next-level job title based on this momentum than what may be possible within your own realm. So, if you are too focused on the next title, but are frustrated with the timeliness with which this can happen, change your strategy.
- Become visible to at least two levels above your boss to be seen as someone who needs to be promoted. Having visibility at this level can make it easier for your boss to make your case to promote you.
- Learn how to manage both “upwards” and “ downwards.” Many senior managers focus so much on managing upwards when vying for a promotion that their direct reports and peers can get in the way when there is a 360 review prior to their promotion.
- Allow enough time for “reputation diffusion” throughout your immediate ecosystem before you approach your boss to consider you for the next promotion. What is required for a promotion is not just great performance, but also for those around you and those at higher level to become aware of you and what you do routinely in your role. So, be patient when building your image and reputation. Let it mature like a fine bottle of wine!
Hope that these insights will allow you to focus on the right priorities in your job to get “promotion ready” to move up.
Good luck!
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