How many of you have struggled to figure out what it takes to get promoted? Maybe you've been in your current position for several years and feel like you'll be stuck there for many more. When you reach out to your manager, you just get a vague answer that doesn't really tell you what you need to work on such as "your turn is coming" or "you're doing well, just keep it up". The secret that no one talks about? Your boss probably doesn't know how to articulate it……if he even knows what it takes to get to the next level.

Very often, managers are not given training on how to develop their team. If they are good at it, it's probably a skill that they picked up as they transitioned from junior levels up to senior levels within their own careers. Other than comparing job descriptions, there likely isn't any concrete criteria that have been defined and the difference between job descriptions is vague and minor at best.

Even when there are criteria, they are rarely communicated outside of management circles because they rely on soft skills that are hard to quantify. The skills you rely on do perform your day to day activities are just expected. It's skills like being trust-worthy, how you communicate, your executive presence, and dealing with ambiguity that will set you apart from your peers. But, how do you measure someone's executive presence?

The other problem with defining criteria is that it could become an implicit contract (potentially even legally binding depending on where you are located). By refusing to state criteria or defining them in vague terms, your manager gives themselves room to adjust based on conditions at the company and within your peer group. For example, right now, there are many companies laying off portions of their staff, the implication being that there may be fewer promotions available during the next cycle. If the criteria were clearly defined, there may be an expectation by several on your team that a promotion is imminent that your manager will be unable to fulfill.

At the end of the day, most managers just rely on their gut feel for when someone is ready for the next level. Additionally, when your manager has to justify the promotion to a panel of others, they will only put forth the effort when they believe there is a strong chance that the promotion will be granted. So, not only do they need to believe that you are ready, but they need to believe that the panel will agree with that assessment.

As a general rule, there are a handful of attributes that you will find to be applicable across the board.

• Be the person who takes ownership of problems. If you can identify the problems and work to solve them without being told, even better. But even just being the person that when given a task, your manager trusts that you will drive it to completion will help you stand out among your peers.
• As much as possible, be visible beyond your team. When cross-functional teams and your skip-level leader know who you are, it makes it easier for your manager to sell your promotion to others in the organization.
• When you show that your decisions and judgement are in alignment with those of your manager, this alignment will establish your readiness for promotion.

While these generalized attributes will help you, it is more important to understand the specifics of what YOUR manager is looking for because, ultimately, they are the ones who controls whether you will be promoted or not.

If your manager can't or won't state the criteria, then how can you figure out what it takes to get promoted? Start by paying attention.

• During all-hands or team meetings, listen during the recognition section. When your manager makes comments about the team, what does he say? If necessary, write them down and compare the comments over time. The things that he brings up frequently are the ones that he values most.
• Who on your team has been promoted recently? What are their strengths? Can you emulate them? Is it possible to have them mentor you?
• Look beyond your immediate team. Senior level promotions often require input or approval from other leaders. Do you understand the criteria that your VP looks for when a promotion is brought before them?
• Pay attention to the work that your leader delegates and the stretch assignments that people are given. These assignments are often tests to see if the recipient has developed the skills needed in order to be promoted. If you can identify what skill is being tested, it can give you a clue on what you may need to work on.

When you feel like you have gained enough insight into the secret criteria that your manager is evaluating you against, plan to bring them up in your next one-on-one. With evidence in hand, instead of asking "What do I need to do to get promoted?" you can ask questions about the valued skills such as "What does executive presence look like at the next level?" or "If someone were ready to be promoted, what would their leadership skills look like?" You can also get your leader to describe what previous people did that showed they were ready to be promoted. If you can name names, that will put even more context to their answer. Not only will these answers provide clarity to you on what it takes, but it can bring focus and attention for your boss and pre-dispose them to watch for those attributes in you.

A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.