Wondering why you have not been promoted? It is your job to create your job promotion plan.
Promotion reflects sustained impact, visible leadership, and clear evidence that you are already operating at the next level. Do not wait for recognition – design your path to promotion!
The Six‑Step Job Promotion Plan
1. Understand the Criteria
Request the organisation’s skills or competency framework, including scope expectations, behavioural indicators, and the level of impact required.
Translate broad, vague language into concrete, observable outcomes.
Example: Instead of “shows strategic influence”, define it as “drives cross‑functional decision‑making leading to measurable improvements in [metric]”.
2. Declare Your Ambition Early
Discuss your progression goals openly with your manager.
Suggested phrasing:
“I’d like to be ready for promotion to [level] within the next [timeframe]. Which specific outcomes, scope, or leadership behaviours would clearly demonstrate readiness?”
Document the agreed milestones in writing (e.g., shared notes, follow‑up email).
Revisit these milestones regularly.
3. Track and Socialise Your Achievements
Maintain a live achievements log capturing: metrics, stakeholders involved, before/after comparisons and lessons learned.
Regularly share progress through: Quarterly highlight summaries, 1:1 discussions and team meetings or newsletters.
This builds visibility and ensures your impact is recognised continuously, not retrospectively.
4. Expand Your Scope
Seek opportunities that demonstrate readiness beyond your current remit.
Examples include: leading cross‑functional initiatives, improving processes, redesigning workflows or systems or taking ownership of deliverables end‑to‑end.
Remember: Show leadership through impact, not participation.
5. Build Advocates Not Just a Case
Promotions often require support beyond your immediate manager.
Strengthen relationships by:
Sharing insights and progress with partner teams
Presenting updates in cross‑functional forums
Engaging your skip‑level manager through periodic check‑ins
Offering help and adding value to peers so they naturally become supporters
Remember: Advocacy is created through consistency, collaboration, and contribution.
6. Package Your Promotion Plan
Create a clear, compelling one‑page summary showcasing your readiness.
Recommended structure:
Scope: Led X initiative across Y regions, coordinating Z stakeholders.
Impact: Reduced [metric] by 35%, increased [metric] by 20%, delivered under budget by 8%.
Skills Demonstrated: Cross‑functional leadership, data‑driven decision‑making, stakeholder influence, coaching.
Supporting Evidence: Links to dashboards, project documentation, testimonials, feedback notes.
Endorsements: Names, roles, and brief comments summarised.
This approach makes the review process effortless and positions your promotion as the logical next step.
How to Overcome Promotion Blockers
| Feedback Theme | What It Means | Actions to Take |
|---|---|---|
| “Not visible enough.” | Your work isn’t broadly seen across the org. | • Present in wider forums • Share updates regularly • Run demos or brown‑bag sessions • Request opportunities for broader exposure |
| “Needs broader scope.” | You’re perceived as operating too narrowly. | Proactively propose expansions with: • Clear objectives • Defined stakeholders • Specific metrics |
| “Strong executor, not strategic.” | Execution is strong, but strategic thinking isn’t visible. | Add context to every update: • Problem framing • Options considered • Trade‑offs • Business outcomes |
| “Timing misalignment.” | Your achievements don’t align with promotion cycles. | • Ask when cycles occur • Work backwards to plan narrative & evidence |
| “Impact not clearly quantified.” | Your outcomes sound good but lack measurable value. | • Translate achievements into metrics (cost, time, quality) • Use before/after comparisons • Tie to org‑level goals |
| “Not influencing senior stakeholders.” | You’re not seen as shaping direction at higher levels. | • Build 1:1 relationships with senior partners • Socialize proposals early • Use concise, exec‑ready communication |
| “Delegation too limited.” | You’re doing everything yourself, limiting scale. | • Identify repeatable tasks to delegate • Empower team members and create role clarity • Shift own focus to higher‑leverage work |
| “Reactive, not proactive.” | You solve problems but don’t anticipate them. | • Propose roadmaps, not just tasks • Flag risks early with mitigation options • Bring forward-looking insights |
| “Not driving cross‑team alignment.” | Teams perceive friction or lack of coordination. | • Host alignment meetings • Map dependencies clearly • Document decisions and owner responsibilities |
| “Communication inconsistent or unclear.” | Updates don’t land well with different audiences. | • Tailor messaging for execs vs peers • Use structured formats • Summarize key points upfront |