Promotions in line typically entail accepting responsibility for supervising people in positions like the one you hold now. Promotions in line, like other promotions, aren't about reward or recognition — they satisfy employer needs. When employers promote people in line, they're trying to fill positions with the right people, at the right time, for the right price.
- The right people
- People promoted in line usually know the organization well. They've established valuable relationships and they know what's needed and what's expected.
- The right time
- Most organizations do require that the position be open to any employee, and complying with that policy does take some time. But hiring from within or promoting someone in line is usually faster than hiring from outside.
- The right price
- Promoting in line saves money. A shorter and simpler search process, a shallower learning curve, and zero recruiting fees make such moves attractive to employers. But most important, we can often avoid the premium compensation that might be needed to attract highly qualified people from elsewhere.
Here are some tactics that help you land a promotion in line.Do your current job well,
but seize opportunities to
demonstrate that you can
handle the responsibilities
of the job you seek
- Demonstrate capability
- Do your current job well, but seize opportunities to demonstrate that you can handle the responsibilities of the job you seek. Don't pursue such opportunities too aggressively, but grab them when they come by.
- Be replaceable
- If you're critical to organizational success in your current position, you're difficult to replace. Not so good if you want to be promoted. Share what you know. Be ready to leave your old job behind, and be ready to move into the new job.
- Make the people you work with look good
- Promotion in line can sour relationships with those of your current peers who would be reporting to you. Making the people you work with now look good helps them, helps the organization, and dampens many of their concerns about your promotion. And it makes your about-to-be-peers comfortable, too.
- Be flexible about relocation and travel
- Be willing to relocate and travel. Balance your own needs with the needs of the company, and keep in mind that the balance you choose affects both your chances for promotion and your personal life.
- Keep a working journal
- Enter in your working journal contributions you make that bear on your target position. You probably won't be conveying this information to anyone else, but the writing motivates you to look for — and do — things you can write about.
Two final tests are perhaps most telling. How would you like working for someone like you? And how would you like supervising someone like you? If you have some misgivings about either question, you probably have some things you want to change. Today would be a good day to start. Top Next Issue
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
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Devious Political Tactics: Credit Appropriation
- Managers and supervisors who take credit for the work of subordinates or others who feel powerless are
using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.
- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel
that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct.
What is going on?
- The Deck Chairs of the Titanic: Task Duration
- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic.
We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
- Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can
also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve
our ability to prepare for adverse events?
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.