One common question that troubles many of us is, "How should I ask for a promotion?" A good place to begin to answer that question is with yourself — the inside stuff. After you know what's really happening for you, it's a lot easier to address tactical issues.
You're more likely to secure the right promotion if you know yourself — your real motivations, your true capabilities, and how others see you.
- Your real motivations
- Is a promotion what you really want? Your chances of promotion are much greater if you actually want the job you would be promoted into.
- Perhaps you really want the pay, and not the job. If you do, there might be other ways to get it — by changing jobs, moving to a different company, or changing industries or regions.
- Your true capabilities
- Where do you stand relative to others who already occupy positions comparable to the one you want? This is difficult to answer, because it calls for almost superhuman objectivity. Are you really in their league? If you suddenly found yourself as one of their peers, and you think you'd be a good fit in that group, then your plans are realistic.
- Where do you stand relative to others who might be promoted to that job, or relative to others who might be hired from outside the company? To get a fix on this, apply for a similar job elsewhere. You'll quickly learn what your chances are, and you might even land a job.
- How others see you
- You're more likely to
secure the right promotion
if you know yourself
- Is your goal consistent with management's view of you? Would your desire for a promotion come as a complete shock to management if they knew about it? Or has someone suggested that you pursue a promotion? Two very different situations.
- Here are some useful indicators. Do people at your supervisor's level consult you? Have you ever represented your supervisor's organization for cross-functional task teams? Have you been asked to mentor new employees? Are you recognized for expertise that would be valuable in your new position? Would your peers in your new position advocate for you if you asked?
If you find some red flags when you examine your real motivations, your true capabilities, or how others see you, you could give up on a promotion, of course, but that's not a very satisfying outcome.
Instead, address the issues you found. If you want the pay but not the job, widen your view and look for jobs you do want. If you're missing some skills, you can take courses, find a mentor, or get a coach. If others don't see in you everything you'd like them to see, work on relationships and find ways to be a real contributor.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some strategies framers use.
- When It's Just Not Your Job
- Has your job become frustrating because the organization has lost its way? Is circumventing the craziness
making you crazy too? How can you recover your perspective despite the situation?
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
- The Perils of Limited Agreement
- When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement
is constructive, but there are risks. What are those risks and what can we do about them?
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenLWPbOYMvvgLlGcDhner@ChacXDRXKhHiHlaMHewHoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.