Published · 5 min read
If you are in the realm of management, sooner or later, you will encounter someone who wants a promotion but isn’t quite ready for it. In fact, I have seen many cases where the person isn’t even close. Naturally, we all desire growth and advancement, and it's great to have professional aspirations. However, promotions are earned through consistent effort, demonstrated skills, and tangible contributions over time. If someone wants a promotion but can’t complete projects, is frequently absent, doesn’t take ownership, fails to participate in discussions or so on, they are not there yet.
If someone is making progress toward a promotion and wanting it, that’s another story. So, I won’t touch on that, as I think that’s a fairly well-understood trajectory. The other case, where someone doesn’t meet the expectations of their role yet still wants a promotion, is a tough one. Addressing this requires a delicate balance of empathy, honesty, and proper guidance.
I think the first thing to do is to understand why they believe they deserve a promotion. They might have their reasons, such as having been in the job for several years or having helped others. The reasons are there, but you first want to get them to explain themselves. It's essential to have an open conversation to explore their motivations.
This is essential because it reveals why they think they should get a promotion. This is often where they fail to see the bigger picture. It's an opportunity for you to point out and identify any gaps between their ambitions and their current actions. This helps in aligning their perception with reality.
Job Promotion
Now that you know why they think they should be promoted, the next step is to get them to review themselves, weighing their pros and cons. If someone is an L3 and wants to be an L4, encourage them to compare and contrast those two levels to see if they are truly behaving like an L4. While this exercise is subjective, it provides some reasoning behind their self-assessment.
Individuals who are disconnected from reality often rate themselves highly. You need to be frank and honest, providing feedback on where they lack the necessary skills with specific examples. Emphasize that sustained effort over time is crucial. One spark isn’t enough. They need to demonstrate their abilities consistently. Additionally, they can’t expect to be promoted if they excel in one area but fail in others. For example, completing projects without mentoring others won’t cut it.
After a few conversations, if they become defensive and don’t want to face reality, you’ll start to recognize that. This is where things become clearer. Individuals who genuinely want a promotion but struggle to see the bigger picture will eventually understand reality, accept feedback, and commit to getting things done. They’ll push forward, and that’s the easy case.
On the other hand, some people will disagree with you and refuse to accept feedback. I think that’s a lost cause until they have a wake-up call. If that wake-up call doesn’t come, continue providing feedback, but ultimately, it’s up to them to take action. It’s their career, and if someone truly wants to grow, they will put in the effort. Nothing happens without effort.
Once they accept the feedback and are ready to put in the effort, ask them to create a structured development plan toward their promotion goals. I don’t believe in doing it as a manager because individuals should own their plans and goals. For example, if they are currently performing at L3 but aim for L4, encourage them to compare the two levels and identify where their actions align and where they fall short. Highlight specific examples of where they excel and where improvement is needed, and ensure they understand how their actions impact the team and organization.
Next, collaborate on a roadmap that outlines opportunities for growth, such as new projects or tasks that stretch their abilities. Set clear, incremental goals that demonstrate readiness for the next level, and ask them to check in with you regularly to review their progress. Encourage accountability by prompting them to take ownership of their development and actively seek feedback. Personally, I know I always aim to give feedback, but I do a better job when someone actively asks for it, especially when working toward a promotion.
I know people can be delusional about different things, and promotions can be one of them. We all have our blind spots to some degree. It’s about our perception and not seeing things from a broader perspective. Sometimes, we need to be told clearly and frankly, and that’s perfectly fine. As leaders, it’s our responsibility to guide others and help them see themselves objectively. Once they recognize the gaps, they can tackle the problem just like any other challenge.
After that, the job becomes straightforward. If someone genuinely wants to make it, our role is to guide them through the process. It starts with self-reflection and then committing to a development plan. However, one thing is always certain: all companies have promotion rituals and budgets. Even if individuals perform well, other obstacles may arise. Gather feedback from the promotion committee or relevant stakeholders and keep pushing forward. If the promotion doesn’t happen this time, focus on working hard on the feedback received, and it’ll come next time.
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