You're not getting promoted. What are the most common reasons?

The vast majority of managers are not properly trained on giving feedback. As a result, you'll see many avoid situations where they need to provide feedback. It's time-consuming and they might not want to share observations that can be perceived in a negative way. If this describes your manager, you can get them to open up by finding opportunities to ask questions like these: → Hey Tim, now that the presentation is behind us, I'm always looking for ways to get better. Do you have some ideas on what I can improve in my presentation style? → Jane, got a minute? I wanted to check if I'm on the right track with this project. → Corey, here's what I'm thinking as our approach. Before I go to far, do you see anything I'm missing?

I have been frustrated when passed up for a promotion, assuming I would get “plucked out of obscurity.” My work results would speak for itself! The surest way to be surprised is having a need for more information about how you and your contributions are perceived. As this AI-generated article suggests, gathering feedback is essential. While gathering input from peers is one thing, you must understand the perceptions of your manager and those who hold them accountable (how is your manager rated on their performance delivery?). Focus on: 1) Quantifiable results – how are indispensably providing value to the business? 2) Executive presence – how are your behaviors perceived? Do you have blind spots holding you back?

Without regular feedback, it's hard to know where improvement is needed. Schedule regular check-ins with your supervisor to seek feedback on your performance. Request specific areas of improvement and create an action plan to address them. Seek feedback from peers and colleagues as well to gather diverse perspectives. Utilize performance reviews and self-assessment tools to track progress and demonstrate growth over time.

There are subtle cues or signals you're unintentionally sending that are not aligning with the expectations or values of those making promotion decisions. Using NLP techniques such as eye accessing cues, you could analyze how your verbal and non-verbal communication may be influencing others' perceptions of your readiness for promotion. For instance, if you frequently look down or to the side when discussing your achievements or future goals, it may signal to others a lack of confidence or conviction in your abilities.

Most of us inherently know this, but promotion decisions are made in rooms where you most likely will not be present. I always coach my leaders to look for Sponsors instead of Mentors (a Mentor talks with you, a Sponsor talks ABOUT you and advocates for you). Sponsorship is a powerful tool for career advancement (especially for underrepresented minorities in a company). When a formal program is not available in your organization, I would coach a leader to take a proactive approach to seeking out potential sponsors. The goal is to build authentic relationships and demonstrate your value to the organization. It's not just about what you know or who you know, but who knows what you know and is willing to support you because of it.

If your achievements aren't visible to decision-makers, they might not consider you for promotion. Take on high-visibility projects that showcase your skills and contributions. Share accomplishments with key stakeholders through presentations, reports, or emails. Network within the organization by attending events, joining committees, and volunteering for cross-departmental initiatives. Cultivate relationships with influential figures who can advocate for your promotion.

Showing proactive behavior and taking on new challenges can be crucial for moving up. Identify areas where you can take ownership and propose solutions. Volunteer for leadership roles in projects or teams. Seek out professional development opportunities to acquire new skills and demonstrate a proactive attitude towards growth. Regularly communicate your career goals and ambitions with your manager to align on opportunities for advancement.

This , in the practical world, is the primary cause for failure in many cases. Sometimes executives who have excellent alignment with their bosses can get away with highly sun optimal work while executives with high numbers/task achievements but lower alingment with bosses may get an average review.Its important to ask oneself as a leader on what is the alignment needed and what changes does one have to make to oneself to align with bosses .In some cases, if alignment with bosses is nit oer your deep values(which many do t know and need a coach), then it maybe quite okay to continuously contribute without the boss ‘ recognition

If your goals don't align with the company's objectives, promotion might not be on the table. Understand the company's strategic objectives and align your goals with them. Contribute ideas and suggestions that support the organization's mission. Seek clarity from leadership on the skills and competencies they value for promotions. Be adaptable and willing to pivot your focus to areas that align with the company's evolving priorities

Stagnation in skills or knowledge can hinder progress within the organization. Create a personalized development plan with short-term and long-term goals. Pursue training programs, workshops, or certifications relevant to your field. Seek mentorship or coaching to gain insights and guidance for professional growth. Share your learning experiences and how they benefit the team or organization to demonstrate the value of your development efforts. Regularly update your skills and knowledge to stay current in your industry.

Consider embracing executive coaching as a catalyst for your professional development. An experienced coach can offer personalized insights and strategies to bridge your skill gaps and sharpen your leadership qualities. They can also facilitate networking opportunities and stretch assignments that expose you to new challenges. Remember, the key to promotion often lies in demonstrating not just competence, but the potential for greater responsibility. Proactively seek feedback, and be your own advocate for learning opportunities.

In my experience, not establishing a line of succession or failing to develop a team can be a significant barrier to promotion. As a leader, part of your responsibility is to prepare your team for future challenges and ensure that there are capable individuals ready to step up when needed. If you haven't developed others to fill your role, it sends a message that you are indispensable in your current position, which paradoxically can make it harder for you to be promoted. It's important to demonstrate that you can not only perform well in your current role but also that you have the foresight and ability to prepare the organization for the future.

When clients tell me they are upset because they are not getting promoted, it's an opportunity to reset and understand what's behind the need for a promotion. Often, there's a different underlying need or an indication of a need for change. That's why talking to an executive coach is helpful if you feel stuck in your career.

Reasons for not getting promoted are many as specified in this article. To me , the most important reason is lack of alignment of one’s skills ( functional, behavioural) and knowledge required to perform the job and consistency in performance delivered as also readiness for the next level role / job. As such , only few are promoted every year from the many aspirants. One who” fits in the bill” is promoted who is best aligned not only to the current role but future role. If one is working at the leadership level role, then one should also have demonstrated the leadership skills in addition to the above dimensions to take up next level role. At this level, one also requires deep knowledge of business and stakeholder management skills.

Are you truly seeking a promotion? Or is it something you would like but are actually fearing? Of course you can always blame it on lack or on factors on the outside. But the main reason lies within you. You attract what you vibrate - if a promotion is not one of them, look inside. What do you really want? The promotion or only to be asked? The job or the status? The responsibility or the title? Often you find good answers here, why things are moving away from rather than towards you.

What I have witnessed in most organizations that contribute to not being promoted is due to the "reputation" the individual has formed whether or not it was intentional in the organization. The concerns usually center around personal character traits like collaboration, communication, teamwork, accountability, and honesty.