Promotions are an important part of your growth trajectory within an organisation. The prospect of a promotion is something that motivates you to act, keeps you focused on goals, and serves to inspire you.
However, not everybody can be promoted in each renewal cycle that an organisation goes through. There may be a variety of reasons for this that include internal equity, a change in organisational direction, the lack of resources, higher performing colleagues, or the perceived lack of readiness on your part.
Here are some of my recommendations for how you can respond when you feel that you were overlooked for a promotion.
Firstly, you need to realise that you need time to heal. Being promoted is a big deal. It feels dreadful to be excluded. And like any loss, you are likely to go through a change arc. First, you will be in denial.
You cannot fathom how you got bypassed. Next comes anger. You get irate because you will feel it is not fair. Why did this other person get it and not you? Then there is sadness.
You will feel this and perhaps even some indignity. Remember, these are all natural feelings. Until you have processed these emotions, you cannot really start to move on. Give yourself time to heal, and recognise from the onset that these feelings are typical.
Once you have given yourself some time to heal, say about one to two week, next you must try to understand why you were not promoted.
Some reasons might be outside your control like the state of the marketplace, other people's readiness, and organisational politics, But some of the reasons are certainly within your control. You need to understand them.
Difficult feedback is hard to hear, so you need to be prepared to probe, listen, ask questions, think, and reflect.
After discerning this, now it is time to make plans. Nothing great ever gets achieved without it first being written down. So, write down your action plan. And, get people to help you, particularly those people who have given you the constructive but hard feedback.
They can be your accountability partners and support network. Schedule regular chats them to make sure you are on track.
And, finally focus on what matters to you Promotions can make us very focused on a job title or just the position. But in reality, we all know our role are more important than our title.
So, focus on why you go to work, what are you trying to achieve, and how you can do more and better in your current role.
Think about the development opportunities you might want to ask for, as part of your plans and get excited about what you are doing. Make sure you take the opportunity to talk to your boss about what would keep you motivated, engaged, and progressing.
Do not get distracted by the futility of comparing yourself to other people.
Now, for those leading organisations, dealing with this delicate matter of promotions has long term implications for your organisation. Mindfulness is key. Managing a team is complex and nuanced, requiring a balance of interpersonal skills, understanding of business dynamics, and empathy.
One particularly challenging aspect for many managers is discussing promotions, especially when the employee is eager for career advancement but you are not ready to give them that opportunity yet.
Approach the conversation strategically. Only leaders who take a structured approach to these difficult conversations succeed. Your success is not only about maintaining a positive working relationship after that conversation, but also in laying out a plan for future growth.
If you do it properly, it becomes a win-win situation. You down-liner leaves with a clear understanding of where they stand, feels valued, and is equipped with a plan that motivates them to move forward. Ultimately, your organisation increases retention and engagement.
The key is to approach the conversation with empathy, support, and a future-focused mindset.
How do you show empathy? Start by acknowledging their efforts, validating their feelings, and assuring them that their hard work has not gone unnoticed. Shift from a mindset of delivering bad news to one of developing shared understanding.
This compassionate approach can ease the disappointment and foster a more positive, open dialogue.
Next, you must clearly outline the rationale for the decision to not promote them. When discussing the specific reasons why your down-liner isn't getting the promotion, you need to address three areas which are their competence, their potential, and the perception.
Focus your conversation on where the person is now, and what they need to do in order to advance. This focus provides a roadmap that keeps the conversation constructive, supportive, and oriented toward future success.
So, if you have missed out on a promotion, regroup to get refocused on what needs to be done for the future. And for leaders, remember that if you do not approach this promotion challenge deftly and strategically, you are liable to lose a potential future high performer.
*The writer is managing consultant and executive leadership coach at EQTD Consulting. He is also the author of the national bestseller 'So, You Want To Get Promoted?'