Six Reasons You Missed an Exec Promotion

What does it take to get promoted to an exec or CEO position? Skill, track record, expertise, connections, timing, chemistry, fit, oh, and luck! So many variables can influence the decision. And one critical one on top of this list - you. You are one of the key factors of your own success, or your own limitations.

Before you get mad at this suggestion, check out these six frequent reasons for not getting an exec promotion. I've reflected on 20 years of coaching CEOs and execs and see these barriers all the time. Look at these items as mirrors of self-reflection. If any of these (or some version of these) is true for you, then you know where to sharpen yourself.

So here you go, six frequent reasons for not getting an exec promotion, and what to do about it.

1.  You don’t manage your emotions

Now you know we’re not talking about emotions like happiness or inspiration, right? We’re talking about emotions that are evolutionary means to cope with emergencies and threats – the fight or flight responses – darker emotions like anger, fear, jealousy and aggression.

During stressful times these emotions are surges of electricity that give you strength and speed. But, and this is the problem, they also down shift your brain’s ability to think and to see the big picture. And even more problematic, these darker emotions, like anger, cause others to feel unsafe, and reduce psychological safety. If you’re not managing these emotions, you’re reducing your promotability.

Pro tips

• The 10-second pause: When you're feeling frustrated or irritable, and your temper starts rising, count to 10 to recompose yourself. If possible, excuse yourself from the situation, and let the other person know that you'll be back to deal with the matter.
• Don't reply when angry: (also, don't make important decisions when angry) We have the means to instantly communicate and blast off an email or text that you may regret later. Anger is a message that you want something to change. Hold off all communication while you're angry. Sure, type up your note, but come back to it when you're cooler. And try to go below the surface to identify what change you really want.
• Apologize: Inevitably, your emotions will get the better of you at some point. If that happens, apologize immediately to the person, and even to others who were affected. Simply saying, "I am sorry. I reacted badly" shows your maturity and care, and makes a real difference.

2.  You are the master of execution (but not of strategy)

Throughout your career you've been promoted because you get things done. So you have learned to highly value action and execution. The next level of leadership requires strategic thinking, and you need to show that you have vision and grasp the "big picture."

My CEO clients share with me that they’re looking for leaders who can execute, and that also have vision. CEOs are yearning for leaders with strategic insights and thinking. In fact, being overly focused on execution and ignoring strategy and long-term thinking is a liability in executive promotions.

Pro tips

• Hands-off: Micro-managers are always tactical and not strategic. Paradoxically, if you want more leadership responsibility, you have to give up some control. Rather than getting into the minute details, guide employees to make decisions and let them learn from their mistakes.
• Take risks: "But I don't have time to think," says everyone that isn't getting promoted. Set aside time to think about the future: if you had the funding you needed, what would you do? Develop new ideas, plans, and processes, and be willing to take a risk in order to advance your ideas.
• Prioritize your time: Busy isn't the same as effective. Focus on a few, critical, high-visibility projects that show your abilities, capacity, and leadership. These help you get promoted as they prove your focus.

3.  You hate politicking

If you think that ignoring office politics is virtuous, or that playing that game is below you, you're making a mistake. Not paying attention to what’s happening in the workplace is a liability. Office politics can be competitive, and in the worst case, even damaging. But it also includes diplomacy and alliance building. Politicking isn’t just schmoozing; it’s cultivating relationships and networks, and it can make or break your career.

Your exec promotion is tied to your political savvy. Do you have allies and champions that will advocate for you, support you, and back your initiatives? Are you that ally and champion for others? It’s just a fact that your work alone won’t get you promoted. Of course, be great at what you do. AND, you have to build relationships with key stakeholders, and strengthen your network of allies.

Pro tips

• Find the Informal Network: Observe people's interactions and relationships so you can see the informal social networks - who gets along with whom, and who is more difficult to interact with. This will show you the in-groups and cliques, and you'll uncover the paths of influence , a critical leadership skill.
• Build Connections: You have to reach outside your circle and team. Work to build meaningful connections up, down, and sideways and get to know co-workers and executives. This will enable you to foster quality connections based on trust, not empty flattery.
• Courage + Intelligence: Michael Corleone in the Godfather advised to, "Keep your friends close and your enemies closer." This is a nod to the dark side of office politics. Don't run from arrogant, domineering characters, but get to know them. Learn their goals and fears and you'll be able to protect yourself and counteract their negativity.

4.  You fight for your team (against other teams)

Nothing erases your team’s confidence in you than not having their backs. Said differently, a team expects their leader to get them the resources and opportunities they need to succeed. Part of your historical promotion was because you have effective teams; you've learned how to fight for your team.

But to become an executive you have to ask yourself, "who is my team?" At this level you have to shift your perspective – you must consider the whole organization as your team. Tricky, right? If you’re in the C-Suite as the head of accounting or HR or ops or sales, your responsibility is to the whole company. So ask yourself if you’re fighting for the org and against the market, or are you fighting for your functional team against other teams.

pro tips

• Form Alliances: If you're regularly outsmarting your peers and cannibalizing their resources, then people are scared of you. Get people to know that you can be trusted and that you’re a team player. For example, if you know another team leader is getting close to a deadline, but is running out of people and time, offer them your people and ideas. Show that your higher goal is organizational success.
• Compete with Yourself: Rather than seeing your peers and other functional heads as competitors, focus on realizing your full potential in influence and skills. Work to shift the energy you expend to maximize your strengths and minimize your personal liabilities.
• Reward collaboration: When your peers share information and resources, celebrate that! This increases the likelihood of sharing resources across the organization. Show that you know how to avoid duplication of efforts, and your value and stock rises, too.

5.  You don’t follow through

Let's get real, when you don't follow through you lose credibility and trust. If you've skipped out on a meeting you promised to attend, asked for feedback and ignored it, or broken your promises, then you're perceived as not accountable. How do others feel about this? Disrespected, undervalued, lied to, and discouraged. You see the problem here, don’t you?

Don’t make promises you can’t keep, and you’ll be infinitely more promotable. So get super clear about your priorities, and be super sober about your resources – time, money, and people. Simply put, learn to match your ambition to your bandwidth, and your follow through and reputation will shine.

Pro tips

• What's Expected? Spend time with yourself and your boss to clearly understand your responsibilities and expectations. When you know what's expected of you, schedule your time to match expectations. Peers and co-workers are relying on you to deliver work on time. So, avoid procrastinating and prioritize your tasks effectively.
• Set ego aside: First, dial down your pride and arrogance. Ask for help if you need it. Asking for help is also a great way to build alliances. Second, be real. If you've fallen short, admit it, take responsibility, and then apologize!
• Know your limits: When you overcommit and take on too much, you will surely miss deadlines and not follow through. So be sober and real about your bandwidth, and then reflect on how well you did. Follow through improves when you ask yourself, "What could I have done differently?"

6.  You’re a superstar (but others aren’t)

When senior leaders think that you need to shine more brightly than everyone else, then you are a leadership liability. Yes, yes, we all thrive on affirmation and getting credit. But to be exec material, you have to flip the proportions, and shine the light of credit on others.

Senior leaders get less backslaps and attaboys. CEOs receive 10 times more blame than praise from their people. That’s why they find kudos outside the org from peer networks or industry associations. You have to move from taking space (I get praise, credit, and accolades), to holding space (I shine the light of credit and appreciation onto others). You will be promotable when you know that giving has more power than getting.

Pro tips

• Recognize the givers: Take time to recognize your colleagues' contributions and impact. And go a step further to recognize those that recognize others. See that, it's a reinforcing loop. When you do this, you tell people around you that generous sharing of credit is something of value. 
• Recognize the quite ones: Sometimes great contributors are quiet and don't draw attention to themselves; they may not care about getting credit. Make sure they're recognized by making time to identify and reward the quiet heroes that get stuff done without fanfare.

Whew, you made it!

Remember, while there are many factors affecting your promotion that are outside your control, you are directly impacting your chances of promotion.

If you want to dive deeper and improve your leadership growth, schedule here a half hour complimentary session.

In the spirit of leading and learning.

Eric ~ [email protected]