There are three types of promotions: promotion in place, promotion in line, and the diagonal jump. A promotion in place is a change in grade with little change of responsibility; a promotion in line is a change in grade with substantially changed and increased responsibility, usually to the next supervisory level; and a diagonal jump is a change in grade combined with a move to a different organization. In this article, I'll focus on the promotion in place; I'll cover the other two in articles to come.
Promotion in general is no longer a reward for past performance. Rather, it's almost always about the needs of the employer. To achieve a promotion in place, your task is to present your employer with an enticing opportunity to get more value from you. Here are some tips for making your promotion in place a success.
- Attend to relationships
- Promotions in place are relatively rare, and everyone knows that if you're promoted, you'll still be around. Attend to your relationships with everyone you work with, especially your supervisor. Make them happy you were promoted.
- Get known as a resource
- Offer your expertise freely and publicly. Seek opportunities to present status, overviews, and reviews of your area of expertise. Read, network, and volunteer for cross-functional teams. Attend conferences, even without employer support.
- Document your contributions
- Keep a working journal, entering evidence of the value of your contributions, your positive attitude, and your willingness to go beyond expectations. Writing about these things creates an urge to do things you can write about.
- Know that your contributions won't change in kind
- Your contributions before and after promotion will be similar, but promotion creates opportunities to make more important contributions. You might find yourself attending higher-level meetings, or you might be offered spots on more mission-critical teams.
- Understand your employer's goals
- A promotion in place
is a change in grade
with little change
If you get promoted in
place, you'll still be around.
- We promote in place because we want to keep good people by keeping status, title, and compensation in alignment with value delivered. If value delivered gets ahead of status, title, or compensation, the organization begins to obstruct further contributions ("He's getting too uppity"), which can lead to conflict and frustration.
- Check the resources
- There are risks. Promotions in place are usually based on contributed value which we expect to increase after the promotion. But increased contributed value usually requires increased resources, including things like training, space, and access to conferences. Before you accept a promotion in place, consider whether the available resources will support it.
Because contributed value is so important to a promotion in place, the temptation to appropriate credit for contributions of others (especially subordinates) can be overwhelming. Be aware that you could become a target, or even succumb to temptation yourself. Openly public generosity is the key. Top Next Issue
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More articles on Workplace Politics:
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doesn't always uncover the reasons why. What are these obstacles?
- Ego Depletion: An Introduction
- Ego depletion is a recently discovered phenomenon that limits our ability to regulate our own behavior.
It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion,
and difficulty losing weight.
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
- Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from
embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can
chairs do about stone-throwers?
- Career Opportunity or Career Trap: I
- When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably
is. Although it's easy to decline free vacations, declining career opportunities is another matter.
Here's a look at indicators that a career opportunity might be a career trap.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.