Just like Dolly Parton in 9 to 5, many employees are desperate for their ‘service and devotion’ to be rewarded with a move up the ladder.
But as a new study has revealed, promotion isn’t always the right path, and most managers are actually better suited to jobs focused on individual performance rather than leadership.
Just 30% of those surveyed as part of the Gallup research project landed their role with some sort of supervisory background, whereas for the majority, it was because they’d done well (or at least put the years in) in a previous frontline position.
And not only did 46% of respondents say they performed better at a lower level, those who were promoted without skills or experience in management were far less engaged — as were the teams they led.
These findings offer strong support to a concept known as the Peter principle, which argues promotions are in many cases based on a person’s current job success, not their aptitude for the next one, so they can only get so far before they eventually end up floundering.
Dr George Sik, consultant psychologist and director of the work consultancy eras says this plays out in every industry, from legendary football players who can’t manage a team to star salespeople who crumble when they go from closing deals to commanding an office.
‘For the individual it often triggers imposter syndrome and stress, and for the company it can create a leadership vacuum which may drive away high performers who feel unsupported,’ he tells Metro. ‘It’s a lose-lose scenario.’
Essentially, there’s a good reason not to push for promotion before you’re ready. And there’s one telltale indication that you’re better off sticking where you are for now.
‘The main sign an employee isn’t ready for the next step is what I call task-tunnel vision,’ says Dr Sik. ‘This is when an employee is technically brilliant at their day-to-day job but can’t see the “North Star” — the bigger company goals.’
While value is measured by output in junior or mid-level roles, he explains that ‘in a leadership or more senior position, your value isn’t only in what you do, but in how you influence what others do too.’
Do you think promotion should always be based on technical skills?
-
Yes, technical skills are the most important
-
No, leadership and influence abilities are just as crucial
-
It depends on the specific role and circumstances
Dr Sik explains: ‘If you are still focusing solely on your own KPIs and fail to notice when a colleague is struggling or how a market shift affects your department, you are a brilliant individual contributor, but you aren’t a leader.’
On the contrary, a promotion-ready candidate understands how their work helps drive the business forward, and regularly shares their expertise to help others do the same.
Priming yourself for promotion
Although outperforming your colleagues isn’t necessarily a bad thing, if you prefer being in the limelight to lifting others up to your level, it’s worth considering whether management is for you in the first place.
If promotion is your goal though, there is a way to overcome the task-tunnel vision holding you back.
‘You’ll need to demonstrate a consistent behavioural pattern,’ says Dr Sik. ‘In corporate psychology, we generally look at a quarterly timeline, roughly 90 days, to see if a change in mindset has really stuck.’
It all starts with a long hard look in the mirror, which means proactively seeking setting up a chat with your boss to discuss specifically what’s standing between you and the promotion — and taking feedback on board even when it’s difficult to hear.
Dr Sik continues: ‘Helpful questions to ask in this meeting might be “who else in the senior leadership team needs to see my work to feel confident in my progression?” or “what specific leadership behaviour do you need to see from me that I haven’t demonstrated yet?”
‘This forces the manager to move away from vague comments and give you a real roadmap to achieve progression.’
Once you have your answer, the next three months should be about action. As well as addressing any shortcomings, Dr Sik recommends ‘working yourself out of a job’ by mentoring a junior colleague or documenting your processes.
‘Ironically, the more indispensable you make yourself in your current role by hoarding knowledge or gatekeeping tasks, the harder it is for a manager to move you up,’ he adds.
But if it still doesn’t happen…
Unfortunately, sometimes you can do all the work to improve your promotional prospects but still get passed over. And if it happens consistently, without explanation, it likely has nothing to do with you.
Structural reasons are a big factor impacting progression (or lack thereof) within a company; it may be that you’re indispensable in a niche role so your manager doesn’t want to lose you, or that the hierarchy has become stagnant and there just isn’t enough budget for another senior salary band.
‘We’re also seeing a rise in proximity bias as hybrid working continues to be the new norm,’ says Dr Sik.
‘If you’re working primarily from home, you might be delivering fantastic results, but missing out on the spontaneous “social capital” built in the office, while if the decision-makers don’t see you navigating challenges in real-time, you may not be top of mind when opportunities arise.’
Additionally, he warns that ‘cultural alignment’ may be to blame; when you have all the skills to succeed but your attitude says otherwise.
Dr Sik concludes: ‘If you stay in a role for years without seeking new challenges, you send a signal that you’ve reached your limit. Similarly, if your default is to complain about the company without offering solutions, you become a risk to the company culture.
‘Leaders need managers they can trust to protect team morale and actively grow.’
Do you have a story to share?
Get in touch by emailing [email protected].
