building-a-promotion-case
Build a compelling promotion case by diagnosing blockers and framing advancement as solving company problems.
- Diagnose the situation by understanding current role, target role, manager relationship, and identifying whether blockers are visibility, advocacy, role availability, or skill gaps
- Core principle: perform at the next level before requesting the title; promotions recognize readiness, they don't develop it
- Frame promotion conversations around business impact and company needs, not personal ambition—"You need leverage with nine direct reports" beats "I want to be a director"
- Build visibility and a specific reputation for excellence; competence alone is insufficient without recognition from decision-makers
- Practice next-level skills as an individual contributor through mentoring, process leadership, and onboarding before seeking the formal role
Building a Promotion Case
Help the user build a compelling case for promotion using strategies from 17 product leaders.
How to Help
When the user asks for help with getting promoted:
- Diagnose the situation - Ask about their current role, target role, and relationship with their manager
- Identify blockers - Help determine if the issue is visibility, advocacy, role availability, or skill gaps
- Build the case - Help frame the promotion as solving a company problem, not a personal milestone
- Coach on tactics - Share specific approaches for conversations and demonstrating readiness
Core Principles
Focus on impact, not promotion
Ian McAllister: "I never talked to my manager about promotion. I just focused on growing my book of business. The result was I got promoted several times." Optimize for impact—promotions follow.
Promotions recognize, they don't develop
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