Moving On Up

You've got the drive and the talent but you want that next step up so you can showcase it.

So, the million-dollar question is: how do you get yourself promoted?

Early career promotions tend to be easier as organisations need more people in middle management roles.?

As we get toward senior management roles, however, there are fewer of them, and promotions become much more difficult.?

So, what you should you do if you want that next step?

Here's our guide:

Senior positions come with enhanced perks, bonuses, remuneration packages and status.?

They also come with increased responsibility, workload and stress.

Think through if this is what you really want.

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It's your job to let people know what you want. If that job is what you're after, then say so.

Bring it up in your appraisal. Ask what steps you need to take. Better still, do your own roadmap of potential steps along the way showing the value you bring at each point and you'll demonstrate some initiative and some strategic thinking along the way.

Showing is better than telling or asking. If people can see you taking more responsibility and excelling, it marks you out as being different from your peers and highlights you may have some x-factor qualities.

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Mentors can be invaluable in giving you knowledge but also helping plot your next step. Who better to help you get there than someone who's already done it?

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It goes without saying that you need to be strong in your current role to get promoted, but you also need to be efficient in the way you complete tasks as well. If you're insular, or successful in your work at the expense of others, you're unlikely to get the senior management opportunities.

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Dealing with Director and owners, I've found the people who get to the top are great in their respective disciplines but crucially they have that extra bit in terms of people skills. ?Communication and people management skills are key the further you go up the ladder.

"Your personal development is your responsibility"

Further to this, your personal development is your responsibility. Don't wait to be sent on courses (but don't decline them if they're offered). Do an audit of the skills you don't have or need to improve for that next step and do something about it.

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How you're perceived matters. You need to seek frank feedback to improve and make sure you're on track to where you want to get to.

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Don't get dragged into office politics. An important characteristic for senior managers is a little professional distance. If you're running things, you can't be everyone's mate, especially when you will have to make tough and unpopular decisions.

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This could be your boss or someone else in the company who's risen up the ranks. Find out how they got to where they are and see if this is a path that can be replicated in some way.

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In my view, you need to be yourself, but you also need to fit in with the culture of the business. If there's a big social element of your business or team's culture, taking part matters!

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As a senior manager, you'll need to set the strategy and vision. This isn't just what we're going to do it's with whom, how we're going to do it and why. Showing initiative and the ability to come up with solutions to problems or highlighting problems no one else has seen is a great way of getting you on this path and showing others your true capabilities.

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Delivery is the by-word at the top of any business. Getting used to setting your own clear goals and achieving them is an important trait at the top. Show you're ready for the next step by achieving or over-achieving on the goals in your current role. People will take notice.