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Are You Ready for a Promotion?

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Promotions Can be Stressful

Last year, researchers at the University of Warwick found that the mental health of managers typically deteriorates after a job promotion.  Part of this anxiety is attributable to,

  1. the loss of the security of a familiar role and the established relationships around the role,
  2. perceived cognitive inadequacies concerning demands of the new position, and,
  3. the uncertainty of transition and the innate human resistance to change.

The greater part of this anxiety is a common career mistake. Often, professionals take up new responsibilities for which they are not entirely prepared. Even when management judged them as qualified for the new role, without thinking through a new role before accepting the promotion, these professionals unintentionally position themselves for stressful transitions, bitterness, or eventual failure.

When Is It Time to Move On?

Do not assume that you are ready for a promotion just because you possess the right academic background, you look the part, you have the right contacts within the company, or, you have impressed your management with your capability to develop a few good ideas and articulate them well.

Here are a few questions to reflect on and assess your chance of a successful promotion or a horizontal transition.

  • Are you enthusiastic about taking on a new role? Does the new role fit into your medium- and long-term career plans?
  • Have you been performing your present duties well enough to justify a promotion?
  • Do you have a successor in mind for your current role? Have you made yourself replaceable? Are you willing to entrust your current responsibilities to a successor without a significant interruption in pace of work?
  • Are you qualified or experienced enough to do no less than, say, 40% of the new role reasonably well?
  • Have you demonstrated eagerness to gain knowledge of the new responsibilities?
  • Are you familiar with the responsibilities, autonomy, challenges, opportunities, and deliverables of the new role? Do you know how to get things done in the new role? Do you know where to get help?
  • Are you proficient with the communication, networking and interpersonal skills needed to make it in the new role? Will you get along with your peers, subordinates, and management at the new role?
  • Are you at ease with the demands on the new role: time, travel, pressures, and challenges? Can your family (or other aspects of your personal life) support this transition?
  • Can you swallow your pride if you are rejected for the new role? Are you ready to seek honest feedback about how management values you, listen, and make yourself more promotable in the future?

The more questions you answer with a “Yes” to, the better your chances for a successful promotion. Reflect on the questions you answer with a “No” to. Create a growth plan, improve your professional profile, and, ask for feedback from management on what you can do deserve a promotion.

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Who’s Responsible for Your Career

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A large number of professionals continue to mistakenly subscribe to the notion their organizations are responsible for managing their careers. They suppose that their Human Resources departments or their bosses would create their career paths and guide them at each stage.

Predetermined Job Ladders?

Certain organizations–the military, the police force, for example–may offer predetermined job ladders. It is customary in these organizations to award promotion based on length of service, training completed, or, to a lesser extent, on-the-job achievements.

Other organizations offer ‘development programs’. (Refer to this list of Leadership Programs offered by General Electric.) Essentially, these programs comprise of a series of rotational assignments across diverse functions of the corporation. For example, the manufacturing-leadership program at a capital goods company may involve four six-month assignments–one assignment each in supply chain management, shop-floor operations, production capacity planning and manufacturing finance. These development programs enable an apprentice to be exposed to a broad range of functions and gain valuable experience. Even with these programs, though, you are expected to pursue a longer-term assignment in one of the functional areas at the end of the rotations. Beyond that, employees are expected to manage the rest of their careers.

You Manage Your Career

Your career growth is solely your responsibility– it not the organization’s or your boss’s duty. You should be responsible for planning your own career, continually evaluating goals and implementing initiatives for your professional growth.

Here are a few suggestions to help you establish a roadmap for the skills, expertise and experience you need to get where you want to be.

  • Research for job opportunities at your company and in other organizations. What skills are recruiters looking for in potential employees?
  • Study the profiles of successful people in your industry. Why are they successful? What are their academic backgrounds? What are their career paths? What professional associations do they belong to?
  • Reach out and network. Meet as many people as you can by joining professional associations and maintaining regular contact. Studies have shown that 70-80% of all executive jobs are found through professional networking.
  • Seek a mentor’s help. Request a member of your management team or industry association, a retiree or a local business owner to help you understand your strengths and interests and develop a career plan in your chosen industry.
  • Volunteer and be known. When you volunteer on cross-functional committees for product improvement or professional development, the decision-makers can get to know you, your skills, abilities and career interests. Such exposure will help them consider you for challenging assignments.

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