What we talk about when we talk about promo

Your report probably isn’t going to get promoted - now what?

As managers, we convince ourselves that our success is tied to the success of our reports. We invest in their growth and development, providing coaching and mentorship to help them overcome challenges. However, the system in which we operate presents obstacles that hinder their ability to achieve their goals, regardless of their effort and impact. When our reports are overly focused on major milestones beyond our control, such as promotions, it can be beneficial to understand the reasons for their focus and explore alternative rewards and recognition that are more attainable. By doing so, we can redirect their attention to achievements that are within our and their control, fostering a sense of accomplishment that cannot be denied by the larger system within which we operate.

“Getting promoted” is often a shorthand for all sorts of other rewards at work. Compensation is certainly one of them, but often isn’t the only one or even the most important one on the list for a report. By approaching the promotion conversation with a developmental mindset, we can uncover our report’s true motivations. Ideally this conversation is one that is continuous, not just coming up one or twice during promotion cycles, but instead throughout the year. Realistically however, the topic of promotion will come up as the date for promotion nominations near. Your report might come out and announce their intention of being considered for promotion or may drop more subtle clues. Either way, now is the time to have the conversation.

Begin by being completely transparent about your ability to influence the promotion of your reports. Make it clear that support from you, your manager or other influential individuals may not make a difference. While there may be objective criteria for promotion, meeting or exceeding these requirements is often not enough. It's essential to be clear and direct about the challenges and limitations of the promotion process, as avoiding this conversation can be demotivating for your reports. As Jeffrey Pfeffer, a Stanford organizational behavior professor, states in his book "Dying for a Paycheck," when people can't significantly impact their outcomes, they lose motivation and stop trying.

So the next part of the conversation is critical. You ask your report why they want to be promoted. Undoubtedly whatever the answer is your next question will be why again. It is important in this conversation to take on a coaching mindset and lead from behind. You aren’t asking them questions to solve their problem. You are asking your report questions so they can come to some insights on their true motivation for promotion. As their manager, if you understand this you can start to offer solutions that are within your control. Once you and your report develop this richer understanding of their motivation for promotion the next step is to co-create a plan together to achieve those goals.

Note that none of this work precludes being nominated for promotion, and in fact a best practice would be to do both in parallel. Prepare your report’s promotion packet and work on their growth and development through a deeper understanding of their goals and aspirations. Below I have included some commonly heard responses to the “Why promo?” question and suggestions for actions you can take to enable your report.

I am leading this space and need to be promoted so people know I am the lead

It can be frustrating for a report to have the responsibilities of a more senior person and not be recognized by their partners because of their level. Here is where your influence as a manager is needed. Talk with your report’s partners and their leaders to ensure everyone understands the role your report is taking on and that it is aligned with the expectations you have set for them.

I am ready for a larger scope of work

This is a great opportunity to just assign your report a larger scope of work. It’s very likely that your report’s level is not a blocker to giving them more responsibility. As many times evidence of promotion readiness is doing the work of the next level, this will only help your report’s promo narrative. Expanding the scope of work for your report is an excellent strategy for their growth and development. Here's why:

Keep in mind that this transition should be gradual and supported. Regular check-ins and constructive feedback will help your report navigate the increased workload effectively. By offering them the opportunity to grow and take on more responsibility, you're not only fostering their professional development but also setting them up for long-term success.

My career aspiration is x and promo is a stepping stone

Here is a great opportunity to dive into your report’s career aspirations and partner with them to achieve their goals. It is likely that increased development is a requirement for their career aspirations. Potentially this conversation opens the door to a gap-analysis exercise. Regardless of where your report wants to go next, it seems unlikely that promo is the only way to get there.

I want more compensation

This will be a tough conversation. The best recommendation here is to probe your report, and if this is truly the reason they want promotion, you may have to suggest that they look outside your company for a higher paying job, and get ‘promoted’ by being hired there. If this blunt advice is not delivered with compassion, it will not land well. Your report will believe you are suggesting that they ‘take it or leave it’ when it comes to their compensation. However, if you develop trust with your report, they will see this advice for what it is - the best you can offer your report that is under their control.

I don’t understand how factors outside my control impact my promo 

Honestly, this is a great topic to discuss with your whole team. Be as transparent as you can about how your Org makes promo decisions. Let them know that in a time of scarce resources, promo is used not just to recognize and reward, but is also a tool used to shape the entire Organization. 

No doubt about it - this is hard. Yet, you were hired as a manager because of your ability to navigate ambiguity and overcome difficult challenges. Working with your report on promo is another opportunity for development. As with everything you spend time on, working to understand the drivers of your report’s promo desire will ultimately result in better work, happier teams, and more impact for you. Invest the time, and it will pay off.