I run into them in every company I work with. Solid managers with real contributions. They work hard, they’re incredibly loyal, and they’ve been on the succession planning list forever. Much of the time they even have an MBA…AND they’re stuck. The promotions come and go. They’ve heard the pep talk so many times they can recite it in their sleep.
5 Behaviors That Keep You From Getting Promoted
Of course, there’s no easy way to know what’s holding any individual back. But I’ve done enough diagnosing, supporting, and helping to transform careers over the years that I’ve seen some consistent patterns. Don’t get stuck in these common traps.
- Relentless Self Promotion
The minute people begin to think you’re more interested in your career than the organization’s mission you’re sunk. Do great work, find a sponsor, and stop tooting your own horn.
- Non Stop Energy
Everyone loves a go-getter, do-it-all-fast kind of guy–at the frontline and middle manager level. But the time I spend in the C-Suites across a variety of industries reinforces what I’ve believed for a long time. Energy and intensity are great, but if you want to play with the big guys project an aura of calm, cool-headed control.
- Keeping Your Head Down
You’re so focused on your team and your team’s results you miss the bigger picture. Work on strengthening your peripheral vision.
- Competing With Peers
Real leadership takes more than being consistently at the top of the stack rank. Winning Well leaders know the important balance of results AND relationships. If it’s unlikely your peers will want to crack open some bubbly with you when you get that big promotion, chances are you may never get the chance to know.
- Inability to Let it Go
Tenacity is one thing. But as they say, when the horse is dead, get off. Sometimes the answer is no, and you need to let it go. Winning Well leaders learn when to keep trying and when it’s time to move on (at least for the time being).
The Inspiration For This Post
One of my favorite clients has been using my Results That Last: 7 Roles Every Manager Must Master program as the foundation for his mentoring circle work. Each week, they go through one module together, discuss the content and tools, and then they each go off and do the exercise with their teams before meeting again to review the next module.
Sometimes he brings in internal executives as guest speakers who are particularly good in the role they will be discussing that day. He’s also doing the 360 degree feedback tool twice, once at the beginning and once at the end of the program. I love the approach, and he’s seen a significant lift in business metrics. (If you want to learn more how you can use the course in this way, or other creative approaches, please call me on 443.750.1249.)
As various questions comes up, he’s been batting them my way for additional perspective. I was intrigued by the one that came up last week.
If we were coaching a person that has been a supervisor or leader for 10 plus years … What has held them back? What characteristics have they been missing or overlooked? What haven’t they done that others have? (The road map is not paved or golden? Or is it?)
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