The
Essential Guide
to Getting
Promoted at Work
An Inside Look At The
Promotion Process And
The Behaviors That Can
Advance Your Career
B.J. Schone
Table of Contents
Advancing Your Career........................................................................................................... 2
Are you sure you want a promotion?.........................................................................................3
Up, over, or out?........................................................................................................................3
When I grow up, I want to be a..................................................................................................3
Debunking common myths........................................................................................................4
Committing to the road ahead...................................................................................................5
How Promotions Work............................................................................................................ 6
What counts as a promotion?....................................................................................................7
How do promotions work at your company?.............................................................................7
Timeline and Stakeholders.................................................................................................7
Timing is everything...........................................................................................................8
Decision criteria..................................................................................................................9
How can you find out these details?..................................................................................9
Understanding HR’s Role...................................................................................................9
Conversations behind closed doors........................................................................................11
Magical moments.............................................................................................................11
Promotion readiness........................................................................................................11
Your effect on your team members..................................................................................11
Positioning Yourself for Promotion...................................................................................... 12
Performance............................................................................................................................13
Expertise..................................................................................................................................14
Mindset....................................................................................................................................15
Networking, Relationships, and Your Reputation....................................................................18
Building Your Promotion Plan.............................................................................................. 22
Promotion Type, Timing, Process, and Criteria.......................................................................23
Performance............................................................................................................................23
Expertise..................................................................................................................................24
Mindset....................................................................................................................................24
Networking, Relationships, and Your Reputation....................................................................24
Asking Your Manager for a Promotion: A Conversation Guide....................................... 25
Timing is everything.................................................................................................................26
A Tale of Three Conversations.................................................................................................26
The First Conversation: Planting the Seed and Learning the Process............................27
The Second Conversation: Making the Case...................................................................28
Third Conversation: Navigating the Outcome..................................................................29
Dead Ends, Danger Zones, and Bias.................................................................................... 31
The End (and The Beginning).............................................................................................. 34
Articles, Books, and Links.................................................................................................... 35
The Essential Guide to Getting Promoted at Work | B.J. Schone
Introduction
You’re driven. You’re ambitious.
But why haven’t you been recognized for it?
I have seen this happen many times with colleagues at work, employees
on my team, friends, and even my wife! They work hard to get a
promotion by taking on lots of projects and working a ton of hours.
They pour blood, sweat, and tears into their job, but they don’t get the
recognition or advancement they want. They are left feeling frustrated and
disengaged at work.
I have worked in Human Resources (HR) for 15+ years at several large,
notable companies, and I’ve been a manager for 10 of those years. I
regularly speak with other managers and HR team members about
employees’ performance, growth, and promotions. We are the ones that
decide who gets promoted. This means that I have first-hand knowledge of
the characteristics and behaviors are valued most, and I know what factors
typically lead to a promotion. I will share these details in this guide.
Several people have asked me if these recommendations will work for
every person in every industry, and my short answer is, “Yes!” I have worked
at small, medium, and large companies in the financial, technology, medical,
and telecommunications industries. I have also participated in the HR and
management community for years, working with peers who span dozens of
industries. The material in this guide is applicable across corporate, retail,
government, and other types of businesses.
FAIR WARNING: This isn’t a get-rich-quick guide that gives you a few easy
tips to get promoted overnight. You must build and follow a deliberate
plan to get promoted. During this process, you’ll work to improve your
performance, expertise, mindset, and relationships - which can help you
advance your career. I have been promoted three times in my career, and I
can confirm that this work can pay off.
As cheesy as it sounds, preparing for a promotion is like planting a tree
in the ground. The timing and conditions are critical for the tree to survive
and grow tall. Would you try to plant a tree during a blizzard when the
ground is frozen solid? Of course not. You would want to plant it when
the sun is shining, when the soil is fertile, and when water is available.
You need to think of promotions in a similar way: You should approach it
when the conditions are ideal, when you are prepared, and when the time
is right. This guide will help you assemble your plan to do that, and with
some preparation, focus, and a bit of luck, you’ll be moving up and growing
in no time.
1
Advancing
Your Career
The Essential Guide to Getting Promoted at Work | B.J. Schone
Are you sure you want a promotion?
Y
ou’re reading this guide because you’re interested in getting promoted. Are you sure
that’s exactly what you want? Are you interested in advancing your career, more
money, greater recognition, higher status, a title change, or something different?
What do you want that you don’t currently have?
Here are a few more questions to ask yourself, journal, and/or discuss with a friend: Are you
sure you want a promotion at your current company? Would you want to have your manager’s
job? I have worked at companies where I didn’t want to be one level higher, because I saw what
my manager and their peers had to put up with. It’s worth considering, right?
Up, over, or out?
A promotion might feel like the only way to advance your career, but there are other
options to consider:
A LATERAL MOVE, where you take a
similar-level position in another team or
department, can be a wonderful way to
round out your business knowledge and
experience.
An EXTERNAL MOVE, where you take
a job at a different company, is often
a quicker way to move up in title and
in salary. If you’re not in love with your
current company, this could be a good
way for you to move up the corporate
ladder faster.
When I grow up, I want to be a...
It’s completely fine if you still don’t know what you want to be when you grow up. I still
don’t. But if you do know, and your current career path isn’t aligned with your long-term
goals, focus your energy on correcting that alignment. If you don’t love the industry or
career path you’re on, change it now! Don’t spend your energy on short-term goals (like a
promotion) that could sacrifice your long-term plans.
The point of this section is to have you re-examine your goals and confirm that you want
a promotion at your current company. If so, that’s great! Let’s continue. If you need to think
through it a bit more, come back to this guide when the time feels right.
Have questions about your career and how
to get promoted?
Let’s talk, I’m happy to help. Sign up for a time here:
https://calendly.com/bjschone
3
The Essential Guide to Getting Promoted at Work | B.J. Schone
Debunking common myths
Let’s address a few of the popular myths about promotions from the start.
MYTH
1
MYTH
2
MYTH
3
MYTH
4
MYTH
5
MYTH
6
It’s a popularity contest.
It is important that you are visible at your company, meaning that the right people
know who you are (i.e., your manager’s manager, the HR team, managers and
employees in other teams). But you don’t need to be popular in the traditional
sense. You don’t need to be an extrovert, be perfect, or have everyone love you.
You have to work a ton of hours (or take on a ton of work) to get promoted.
Working a ridiculous amount might garner the interest of some managers, but
your focus should be on the quality and impact of your work, not the number of
hours or number of projects. I’ve never seen a promotion happen solely based on
how much work somebody did. If you work too many hours or take on too many
projects, it looks like you are unable to prioritize your work and it puts you on a
path for stress and burn-out.
It’s all about “who you know.”
Are key relationships important? Yes. Are they the only thing that matters? Not at
all. In general, if your colleagues are raving about you, and if your work is making a
notable impact, you’ll be fine. It will be hard to ignore you and easier to justify your
promotion.
You have to “kiss ass” to get a promotion.
It’s usually the bystanders who say this; they are jealous of their colleagues who
are moving up the ranks. There may be some times where flattery helps, but don’t
sweat it. There are more dignified ways to move up the corporate ladder.
It’s all political.
Office politics are a real thing, there’s no doubt about it. And if you’ve become
enemies with a powerful opponent, you may have a tough road ahead. However,
performance outweighs politics about 95% of the time. Work hard, build your
network, ignore the drama, and you’ll succeed.
To get a promotion, “fake it until you make it.”
Hey, if you can pull this off at your company, then go for it! But I have never
seen this work as a reliable way to get ahead. People who get promoted have
focused on sharpening their skills, accomplishing their goals, and building strong
relationships over a period of time. You can’t fake that.
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The Essential Guide to Getting Promoted at Work | B.J. Schone
Committing to the road ahead
This is a long game, not a short game. There is not an overnight solution for getting
promoted, and you will get out of this what you put in. Count on spending one month to
build your plan and then at least 6 months to run it. Promotion cycles often happen once a
year. In a perfect world, this timing will work for the next possible promotion cycle - but it’s
possible that it may not. Stay focused and be realistic about what’s ahead.
Speaking of your plan, you’ll find a Promotion Plan template at the end of the guide to
prepare you for this journey. Fill it out as you read through the guide, or complete it at the
end. It’s up to you. Either way, it’s the key to making sure you are ready and confident when
the time comes to ask for your promotion.
Ok, are you ready? Let’s get started.
“Working a ridiculous amount
might garner the interest of some
managers, but your focus should
be on the quality and impact of
your work, not the number of
hours or number of projects.”
5
How
Promotions
Work
Understanding the
process, timeline,
stakeholders, and
decision criteria
The Essential Guide to Getting Promoted at Work | B.J. Schone
What counts as a promotion?
I
t’s helpful to know about the different types of promotions before you begin conversations
with your manager. A promotion usually means one or more of the following:
INCREASED
COMPENSATION
TITLE CHANGE
For example, moving up from
“Business Analyst” to “Senior
Business Analyst.”
Depending on how you get paid, this
could be an increase to your hourly
rate, base salary, bonus, equity, etc.
TEAM CHANGES
NEW RESPONSIBILITIES
AND EXPECTATIONS
If you’re an individual contributor, you
may be promoted into a manager
role with direct reports. If you’re a
manager, you may be given new or
different team members to manage.
You may receive new objectives,
goals, tasks, deadlines, etc.
The first two, title and compensation, affect you as an individual. The second two,
responsibilities and team changes, likely affect how the team, department, and company
operate. When you ask your manager for a promotion, don’t focus on “I want more money”
or “I want a new title” even if that is the case. Talk about the promotion as a whole, and ask
for an increase in responsibilities and/or team changes. That way, you are framing it as a
request to benefit you and the team, not just you as an individual.
How do promotions work at your company?
Each company has its own unique promotion process. Small companies often have an
informal, simple process with only a few people involved. Large companies often have
a structured, complex process with many stakeholders providing input. Learn about the
process at your company, including the timing, the cast of characters, and the criteria that
drives decisions. This will be important information to capture in your Promotion Plan.
Timeline and Stakeholders
Here’s what you’ll want to find out:
•
When does the promotion process start and when does it end? There is usually a
period of time when managers are considering, documenting, and recommending
promotions. When is that?
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The Essential Guide to Getting Promoted at Work | B.J. Schone
•
Who participates in the promotion process and who has primary decision making
power? Is it your manager, other managers, senior leaders, the HR team, etc.?
•
Is the process transparent or behind-the-scenes? Do employees know when they are
being considered for a promotion?
•
When are promotions announced? Once a year, twice a year, or as needed?
Timing is everything
Here are a few examples of timelines so you can get an idea of the whole process.
EXAMPLE TIMELINE 1: The Annual Promotion Cycle
Managers
document
and submit
promotions
for review.
Senior
leaders and
HR review
promotions
for the entire
department.
APRIL
MAY
Promotions are
decided; HR
finalizes upcoming
compensation
changes and org
changes.
JUNE
Promotions are
shared with
the selected
individuals and then
announced to teams
/ departments.
JULY
EXAMPLE TIMELINE 2: Two Promotion Cycles Per Year
Managers
submit
promotions
for review and
review with
senior leaders.
Promotions are decided;
HR finalizes upcoming
compensation changes and
org changes.
Promotions are shared with
the selected individuals and
then announced to teams /
departments.
Managers submit
promotions
for review and
review with
senior leaders.
Promotions are decided;
HR finalizes upcoming
compensation changes
and org changes.
Promotions are shared with
the selected individuals
and then announced to
teams / departments
MARCH
APRIL
SEPTEMBER
OCTOBER
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The Essential Guide to Getting Promoted at Work | B.J. Schone
Decision criteria
Most companies use models, frameworks, and philosophies to decide who gets promoted.
This is done to make sure promotions are made consistently and to help eliminate bias. Here
are the most common criteria:
•
Excellent performance sustained over a period of time (e.g., 6 months or longer)
•
High annual review rating (e.g., “Exceeds Expectations”), sometimes over several
review periods
•
Skills that matches (or nearly match) the next level role
•
Potential, which is sometimes measured by engagement, ability, drive, social skills, etc.
•
Demonstrated leadership as an individual contributor or manager
•
Demonstrated steps to gain new skills, credentials, etc.
•
Willingness and enthusiasm to operate at a new level
•
Demonstrated behaviors that support / promote the company’s values
•
Tenure / Time in Role
•
Goals / KPIs achieved
These criteria are often scored using quantitative data, qualitative data, a spectrum, a
scale, etc. Find out what criteria are used and how they are measured, then make note of
them in your Promotion Plan.
How can you find out these details?
You may be able to learn about the promotion process through your company’s intranet
or policy site. Take a look around and see what you can find. Or you may have to chat with
your manager to get the details. We’ll tackle this later in the conversation guide.
Understanding HR’s Role
At many companies, HR creates and oversees the promotion process and managers are
in charge of following the process to promote their employees. At medium and largersized companies, HR team members will often run promotion panel discussions with senior
leaders, where they review all proposed promotions at one time to narrow down who gets
promoted and who does not. This review is necessary to make sure promotions are made
fairly and consistently across departments, and to provide leaders with a department-wide
view of their talent pipeline.
Want help with your Promotion Plan?
Let’s work on it together.
We can do a ton in less than an hour. Sign up for a time here:
https://calendly.com/bjschone
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The Essential Guide to Getting Promoted at Work | B.J. Schone
One of the most popular tools in these discussions is the “9 Box Grid.” Employees are
calibrated, which means that they are discussed individually and plotted onto a grid based
on their performance and potential (see below). At many companies, this calibration drives
the annual review rating. Employees within the High Potentials, Stars, and High Performer
sections are much more likely to be considered for promotion. Employees do not generally
know where they land in the grid, and this information is usually considered confidential.
Read more about the 9 Box Grid.
(Image credit: https://www.analyticsinhr.com/blog/9-box-grid)
HR’s role in promotions is not the same at every company, so find out what role they play
at your company, if any at all. It will be helpful contextual information.
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The Essential Guide to Getting Promoted at Work | B.J. Schone
Conversations behind closed doors
Magical moments
When an employee does amazing work, something special happens that most people
don’t get to see. Their manager will speak with another manager or leader who saw the
success, and they rave about that employee and how great they are. One of them will often
ask the other, “Think they’re ready for a promotion?”
These moments only happen once in a while, and these are the times when your manager
is consciously (or unconsciously) looking for validation about a potential promotion. If this
happens often for one specific employee, their trajectory becomes clear, and a promotion
will be top-of-mind for that manager. It becomes an easy decision. On-the-job success
and validation from the manager’s peers is the sweet spot. This is where you want to be:
Succeeding in your role and making a noticeable impact with your work.
Promotion readiness
Managers talk about performance and readiness when deciding promotions. Which
employees are not ready for a promotion, which ones may be ready for a promotion
eventually, and which ones are ready for a promotion now?
This guide will cover the areas that affect readiness the most: performance, expertise,
mindset, and relationships. Take careful note because these are the topics that matter!
Your effect on your team members
Managers pay close attention to how employees affect each other, and this is a key factor
in who they choose for a promotion. They want employees who encourage others and set
an example for what “great” looks like on the team. They want employees who connect,
lead, and inspire others. They want to reward this behavior because they know it benefits
the team; this is part of being a good manager.
Managers will not promote employees who spread apathy, angst, and entitlement. I have
seen many employees with awful attitudes and toxic temperaments who are dumbfounded
that they haven’t been promoted yet. Attitude and self-awareness are covered in depth
later in the guide - pay attention to those areas! You may be triggering a tripwire that is
sabotaging your success.
11
Positioning
Yourself for
Promotion
A closer look at
your performance,
expertise, mindset, and
relationships
The Essential Guide to Getting Promoted at Work | B.J. Schone
N
ow it’s time to look at the areas that you control on a daily basis. We all fall into
patterns and routines related to how we get our work done, so try to review this
section objectively and with fresh eyes. Remove yourself from the equation: Given
what you know about your own performance, skills, mindset, and relationships, would you
promote you?
The material below covers the areas I have heard discussed most during behind-thescenes promotion conversations. Look for a few items in each subsection that you may need
to improve and take note of them for your Promotion Plan.
And no matter what you read here, observe and follow what works best in your country,
industry, company, and culture. There are nuances everywhere and we can't capture
everything in the guide. Go with what feels right for your situation.
Performance
Memorize all company, department, and team goals.
Can you explain how your company makes money and can you recite the annual goals,
objectives, or OKRs? How about the department and/or team goals for the year? Knowing
these details and aligning your work “up the chain” is a sign of business acumen. It is also
an indicator that you are aware and engaged with how the company operates. Discuss this
regularly with your manager, too. Ask for company, department, and team updates, and ask
how you can adjust your work to meet the higher goals.
Obsess over your daily work and its impact.
Do you have goals or other targets that you need to hit in your role? Are you responsible
for a particular set of tasks, objectives, and/or a team? Make sure your responsibilities
align to the higher goals and then focus on execution. Look for strategic and operational
improvements each day, and communicate with your manager and team members as you
make progress.
Learn how to ruthlessly prioritize and say “no” when necessary.
Stay laser-focused on your work. If your manager (or anyone else) asks you to take on
extra work, you’ll need to learn a few techniques to politely decline. Depending on the
person and your relationship, sometimes you can decline, delegate the work, or delay it
until a later date. Other times you can use the “Yes, and….” technique. Say, “Yes, I can do
that, and it will delay….(then list the work that would be affected). Would you like me to
make that change?” However you do it, make sure you don’t say “yes,” because it’ll reduce
your effectiveness. Ironically, saying, “no,” can get you further ahead than saying, “yes.”
Get career counseling, promotion
coaching, and personalized advice.
Don’t try to do everything on your own. Sign up for a time here:
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What if my manager is the one who keeps adding work to my plate?
Have an open conversation with them about your goals and how your work impacts the
team, department, and company. Ask if they can help you reframe your priorities in light
of the extra work. Tip: Use the Eisenhower Matrix with your manager to align on what is
urgent and important, it can lead to productive conversations.
Learn to adapt to changes and challenges.
Almost every workplace has its own changes and challenges on a regular basis. Managers
love employees who find a way to get things done when things get rocky. If you can learn
to keep your cool and carry on, you’ll score points for being calm under pressure and
dependable when things are tough. It doesn’t mean you need to have every correct answer
and save the day like a hero each time. Be willing to take a deep breath and work through
the variables when others are disorganized; it will be noticed and rewarded. If you want a
great book on this topic, read “The Obstacle is the Way,” by Ryan Holiday.
Look for creative ways to solve problems.
Managers love employees who can think through problems and come up with creative
solutions. When approached with a challenge, consider: How might you use your internal
network at the company? How might you pull in other people to help? What variables can
be changed? What assumptions can be reconsidered? Check out “A Beautiful Constraint,”
a wonderful book by Adam Morgan and Mark Barden, for lots of creative approaches to
solving problems..
Ask, “What would my replacement do?”
If you got fired tomorrow, and your manager hired the best possible replacement in the world,
how would that person approach your job? What goals would they set and how would they
get their work done? Now ask yourself, “Then why aren’t I doing those things?” It’s a fun and
sobering way to think about your current work and how you might shake things up. Credit to
Dave Girouard, CEO at Upstart, on this unique idea. Read more about it here.
Expertise
Let’s take a look at the essential skills needed for your current role. Understanding your
current proficiency is a good baseline before we consider your future possibilities.
List the skills required for your current role and then assess yourself using the proficiency
levels below. For example, if you’re in sales, one of the skills might be “Establish and nurture
enterprise client relationships.” List at least 5-10 skills.
Current Role - Essential Skills
Skill
My Proficiency
Establish and nurture enterprise client relationships
Intermediate
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The Essential Guide to Getting Promoted at Work | B.J. Schone
Proficiency Levels
1.
Novice
You have the level of experience gained in a classroom and/or as a trainee on-thejob. You will probably need help when performing your work.
2.
Intermediate
You are able to successfully complete tasks as requested. Help from an expert may
be required from time to time, but you can usually perform the work independently.
3.
Advanced
You can perform the work without any help. You are recognized within your
immediate organization as "a person to ask" when difficult questions arise in this
subject area.
4.
Expert
You are known as an expert in this subject area. You can provide guidance,
troubleshoot, and answer nearly any question related to this area of expertise.
Next, list the essential skills for the potential future role (i.e., the one you want to be
promoted into). How would you rate your proficiency for these skills today?
Potential Future Role - Essential Skills
Skill
My Proficiency
Focus on your gaps and look for opportunities
Based on your assessment above, what skills do you need to be improving for your current
role? What skills might you start to explore, learn, and sharpen for your potential future role?
To be considered for a promotion, it is typically expected that a person has Advanced or
Expert level proficiency in all skills for their current role, and they’ve demonstrated at least
Novice or Intermediate for some of the skills for the future role.
Finally, what other strengths do you have that you haven't used? Since you’re doing an
inventory of your skills, maybe this is a time to dust off skills that have helped you succeed
in the past. And how might you highlight these hibernating skills to your manager?
Mindset
Your mindset drives your attitude, behavior, character, and actions - which influence your
perceived and actual potential. I can’t tell you to act a certain, specific way, that will always
lead to success. However, I can assure you that the areas discussed in this section are
notable strengths of promotable employees. Take these ideas and find the right blend that
works for you within your company’s culture.
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The Essential Guide to Getting Promoted at Work | B.J. Schone
IMPORTANT NOTE: When talking about mindset, you need to take good care of
your mental health. Work, life, and current events can stress us out and distract us.
Therapy, coaches, meditation, and mental health apps are excellent ways to help you
get in a better frame of mind if needed.
Stay positive.
Keeping positive can be hard when confronting deadlines or challenging assignments. But
keep smiling: CareerBuilder says that a negative attitude is the top reason why managers
will deny a promotion. Keep your cool and stay confident when facing adversity; your
manager will notice.
When you have an optimistic demeanor you:
•
Expect success instead of failure
•
Develop faith in your abilities
•
Exude an aura of self-confidence and high self-esteem
•
Seek solutions instead of problems
•
Feel inspired
•
Regard setbacks as challenges
Most importantly, you’ll become a team member that people want to be around and
work with.
Adopt a growth mindset.
Psychologist Carol Dweck coined the terms “growth mindset” and “fixed mindset” to
“describe the underlying beliefs people have about learning and intelligence.” She found that
a growth mindset drives children to learn, evolve, and improve. A growth mindset is more than
a way of thinking; it can help you develop your intelligence, skillset, and personality. It gives
you a new perspective for pursuing opportunities when they occur, and your manager and
team members will notice it. Read more about growth vs. fixed mindsets here.
Move from a passive to an active mindset.
A passive mindset means that you (figuratively) sit on the sidelines, avoid responsibility,
and look for excuses or blame others when things go wrong. An active mindset is when
you look for chances to make a difference, take ownership of your actions, and take
responsibility for what happens to you, good or bad.
Remember, managers promote employees with can-do attitudes who are engaged with
their work. If you perform your job with no sense of urgency while counting the minutes
until the workday is over, your manager notices. Meanwhile, your engaged team members
move up while you remain behind.
To shift to an active mindset, commit yourself to learn more about your workplace’s
processes and how teams interact. Participate, ask questions, meet people, and become
more curious about the business as a start.
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The Essential Guide to Getting Promoted at Work | B.J. Schone
Show up like a pro.
A professional demeanor is vital. How you show up is a reflection of your character and
work ethic, which can separate you from the rest come promotion time. Here are a few
timeless tips that are too often ignored:
•
Dress appropriately for the workplace. If there’s a dress code, follow it. Otherwise, note
how others show up and follow their lead.
•
Always be on time, or even better, early. When you’re late or absent from work, it
impacts your team members, so don’t let it happen often.
•
When meeting someone, arrive at least 5 minutes early - and even earlier if you’re
leading a meeting. This will give you plenty of time to settle in and prepare.
•
Keep all workplace communication professional, especially anything in writing (e.g.,
emails, instant messages, etc.). This means using proper punctuation and complete
sentences, not texting abbreviations. Don’t include information you wouldn’t want a
stranger (or your manager) to read.
•
Always promptly reply to messages and requests - especially to managers.
•
Remain respectful and calm at all times, even if customers, supervisors, or team
members push you to your limit.
•
Borrow two of Dale Carnegie’s tips from the classic book, “How to Win Friends and
Influence People,” which are: “Don't criticize, condemn, or complain” and “Give honest
and sincere appreciation.”
Avoid workplace drama.
Don’t take part when team members are gossiping, complaining, or whispering rumors.
Take the high road and stay above this petty noise. Set an example by staying focused on
your work and only engaging in healthy team discussions. If you’re respectful and impartial
to all, you show leadership qualities - a trait that factors big come promotion time.
Revisit feedback that you’ve received in the past.
Review old performance reviews and any feedback from your manager, peers, etc. Ask
friends and family for feedback, too. See if any of the feedback relates to your work ethic,
your mindset, your attitude, etc., and think about adjustments you can make. Remember
that minor improvements made over time can lead to major change.
Have questions about your career and how
to get promoted?
Let’s talk, I’m happy to help. Sign up for a time here:
https://calendly.com/bjschone
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Networking, Relationships, and Your Reputation
How you interact with your work colleagues is vital to your success. As a rule, people who
don’t play well with others don’t get promoted. Consider the following ideas to help you
expand your network, strengthen your relationships, and improve your reputation.
Playing Well with Others
•
Respect for all.
I said it earlier and I repeat: treat everyone - customers, managers, and team members
- with respect. Sarcasm, condescension, or a haughty attitude will torpedo your
chances for promotion.
•
Fulfill your commitments.
Every team should run like a finely-tuned engine. If one cylinder - so to speak - misfires,
performance suffers. Your failure to keep commitments and meet deadlines impacts
your team’s efficiency. It also causes team members to doubt your future actions and
reliability. If you fail to deliver on a promise or a task, don’t worsen the situation by not
acknowledging your mistake. Apologize and look for ways to rebuild trust.
•
Share credit.
Rarely does one person alone accomplish a goal or project; it’s teamwork that gets
the job done. Make sure you acknowledge and thank anyone who helped a project
succeed. It’s the right thing to do and it’s an important step in building supportive,
healthy work relationships.
•
Don’t ambush your team members.
If you inform your team members or your manager of an issue in a staff meeting or
a company-wide email without first giving them a heads-up, you’ve blindsided them.
ALWAYS discuss issues first with those involved before exposing problems to a large
audience. If your team members can’t trust you, you’ll never build the alliances you
need to advance within the organization. It’s simple: do unto others as you would have
them do unto you.
•
Don’t point fingers at others when things go wrong.
Yes, sometimes you may need to identify a culprit if a problem occurs. But try adopting
the systems approach championed by Dr. William Edwards Deming - author of “Out of
the Crisis.” Rather than blame a person, look first for shortcomings in the work system
that led to the issue. The quickest way to create enemies at work is to blame others for
failures, so try to correct the system and the work before going after a person.
Build relationships with your manager, team members, peers,
stakeholders, senior leaders, HR team, etc.
Treat your work relationships as transformational - not transactional. Transactional
relationships are a quid pro quo, an impersonal exchange where you don’t bother to get to
know the person. Transformational relationships are investments in people and their success.
Transformational relationships express care and concern for others while building trust. For
example, try to get to know people instead of sticking 100% to work topics. Build a connection
18
The Essential Guide to Getting Promoted at Work | B.J. Schone
based on shared interests, and listen to their wants and needs. If you do great work and build
key relationships, you’ll gain a chorus of people supporting you and your potential promotion.
Do you consider yourself an introvert?
Not to worry - follow these tips when looking to move up the career ladder:
•
Focus on one-on-one relationships instead of trying to make a splash in team meetings
or large gatherings.
•
Look for strategic ways to share your work and show your expertise. For example, write
a blog for the company website or take part in an online community in your industry.
•
Foster a relationship with a mentor. Not only can they offer you guidance, but they can
witness your career growth and attest to your progress. We’ll cover more mentor tips
later in the guide.
•
Do great work, and then look for ways to draw attention to your work. You don’t have
to put the spotlight on yourself.
Become a networking guru.
Networking is a powerful way to make connections and build your business acumen. Try
to meet one new person at work and one new person outside of work each week. To get
started, ask your team members and your manager, “Who are some key people I should
meet to learn about other teams and departments?” Reach out to those folks and ask if
you can chat with them for 10-15 minutes. Say that you’re looking to learn more about your
company and you want to expand your internal network. Most people will be open to it!
Introduce yourself and ask questions like:
•
Tell me about yourself! How did you end up here at <company name>?
•
What does your team do? What is your role like?
•
Do any of our projects overlap? Does my work affect your work or vice-versa?
•
Are there any secrets of success or unwritten rules at <company name>?
•
Who are other key people I should meet at <company name>?
As a manager, I love hearing that my team members are reaching out to meet new people
across the business. At some future point, relationships like this will pay dividends one way
or the other.
To meet people outside of your company, use LinkedIn or other industry-specific sites
to find people who are one or two levels above you. Send a message and ask if they’d be
willing to connect to help you learn about advancing in your field. Once you connect, ask
them questions like:
•
How do you spend your time most effectively at work?
•
What would you do if you were in my shoes?
•
How can I improve?
•
What mistakes did you make?
•
Who should I meet to expand my network?
19
The Essential Guide to Getting Promoted at Work | B.J. Schone
Next, read Keith Ferrazzi's “Never Eat Alone: And Other Secrets to Success, One
Relationship at a Time.” It’s a great primer on networking. Another highly recommended
book is Porter Gale’s “Your Network is Your Net Worth.” She says that "building and
strengthening your network will help you improve your happiness, productivity, and true
net worth."
Finally, if you haven’t already, spend some time studying Dale Carnegie’s classic “How to
Win Friends and Influence People.” It’s one of the best-selling books of all time, and I love
it. As Carnegie notes, his book is about "building relationships. With good relationships,
personal and business success are easy."
Should I Seek Out a Mentor?
In a word, yes! Nobody is too talented or too successful to have a mentor. Almost every
successful person has had one. Mentors can offer you detailed knowledge, wisdom, and
expertise as they groom you for greater responsibilities and advanced skills. Look for an
advocate who recognizes your achievement and your potential for new opportunities. Also,
you don't have to restrict yourself to only one mentor. If the opportunity arises to forge a
relationship with another mentor, carpe diem!
How do you find a mentor? Look for someone with leadership experience who is
passionate and upbeat about their career. Explain why you need a mentor, establish
relationship boundaries and goals, and the frequency of contact. Don’t be offended if
it takes a few tries to find somebody willing to work with you, that’s a natural part of
the process.
Take control of your “personal brand.”
Personal branding consultant Joseph Liu writes in Forbes, “Personal branding is a
way of establishing and consistently reinforcing who you are and what you stand for
in your career and life. Everything you do either strengthens or dilutes the personal
brand you’re trying to create.”
We all need a robust personal brand to represent who we are and who we want to be. Liu
offers these five tips to bolster your personal brand, both professionally and beyond.
•
“Say ‘Yes’ to Relevant Opportunities.
Engage in projects, roles, or initiatives that strengthen your desired identity.”
•
“Speak at a Conference.
Volunteer to share a project update at an upcoming company meeting or conference
that reinforces an area of expertise you want to be known for."
•
“Ask One Question at Every Meeting You Attend.
At your next meeting, make a point to ask a relevant question related to your expertise
that helps deepen the discussion or clarify a particular topic."
•
“Network Internally Beyond Your Immediate Team.
Reconnect with one colleague outside your immediate function to learn more about
their current priorities and discuss potential ways you could help one another based on
your specific areas of expertise."
•
“Share Your Voice with Influencers.
20
The Essential Guide to Getting Promoted at Work | B.J. Schone
Reach out to one relevant industry journalist, making yourself available for comment
related to an area of expertise that reinforces your personal brand."
Finally, remember this from Liu: “If you don’t define your personal brand, others will.”
Recognize the value of self-awareness in the workplace.
What is self-awareness? A life coach defines it as "the capacity to be aware of, control,
and express one's emotions, and to handle interpersonal relationships judiciously and
empathetically." Put simply, it means that you are conscious of your emotions, feelings,
motives, and desires. It affects how you behave, react, and treat others. Self-awareness
takes time to harness. Reflect on how you show up at work and decide if you’re happy with
how you treat others and how you typically behave. If not, try to catch yourself in-themoment next time and think through your actions.
While I’m on the topic of self-awareness, I must mention “brilliant jerks.” Sooner or later,
you’ll encounter them at the workplace. They may be gifted and talented professionally but
they’re arrogant and “me-first” personality types. They disrespect colleagues and believe
that they’re “above” office norms. Netflix even calls them out in their company literature:
"Some companies tolerate them; for us, the cost to teamwork is too high." So - as if I have to
say - don’t be a brilliant jerk.
What do you want out of your career, and how can I
help you get there?
If you’re feeling stuck or you’re not sure how to proceed, let’s chat. I’ll share
my HR and management experience to help you make progress and move
forward now.
I will help you with:
•
Promotion advice, how to navigate tricky situations, “what should I do
if... “ scenarios
•
Career change conversations
•
Advice for new college graduates: How to be successful in
your first job
•
Resume and LinkedIn review and feedback
•
Interview coaching, tips, and practice questions
•
...and more!
Sign up for a time and let's chat:
https://calendly.com/bjschone
21
Building Your
Promotion Plan
Track your progress here as you prepare to ask for a promotion.
Schedule your first promotion conversation with your manager
once you have completed a majority of these items.
NOTE: Many of the items below are ongoing
behaviors, not one-and-done tasks.
The Essential Guide to Getting Promoted at Work | B.J. Schone
Promotion Type, Timing, Process, and Criteria
Information to Gather
Response
What type of promotion are you seeking?
Do you want a title change, increased compensation,
new responsibilities, and/or team changes?
When does the promotion process start and end?
This will determine when you should speak with your
manager. Optimally, you should do it 1-2 months
before promotion recommendations are submitted.
Who is involved in the promotion process and who
has primary decision-making power?
Have you met these people, built relationships, and
shared your work with them?
Is the promotion process transparent or behindthe-scenes?
Do employees know when they are being considered
for a promotion?
When are promotions announced?
Once a year, twice a year, or as needed?
What criteria are used when deciding who gets
promoted (e.g., performance, potential, skill
proficiency, tenure, etc.)?
How do you stack up with each of these criteria?
Performance
To Do
Status
Have you memorized all company, department, and team goals?
☐
Do you obsess over your daily work and its impact?
☐
Do you ruthlessly prioritize and say “no” when necessary?
☐
Have you learned to adapt to changes and challenges?
☐
Have you found creative ways to solve problems?
☐
Did you complete the exercise, “What would my replacement do?”
☐
23
The Essential Guide to Getting Promoted at Work | B.J. Schone
Expertise
What skills will you need for the potential future role? What progress have you made in
building these skills?
Skills
Proficiency
Mindset
To Do
Status
Do you generally stay positive at work?
☐
Have you adopted a growth mindset?
☐
Do you approach your work with an active mindset, instead of a passive one?
☐
Do you show up "like a pro" each day? (i.e., Are you professional, punctual, and
cool under pressure?)
☐
Do you avoid workplace drama, gossip, and rumors?
☐
Have you revisited feedback you've received in the past?
☐
Networking, Relationships, and Your Reputation
To Do
Status
Do you "play well with others" by offering solutions, fulfilling your commitments,
and sharing credit?
☐
Do you network inside and outside of your company?
☐
Do you build relationships and develop meaningful connections?
☐
Did you find a mentor?
☐
Did you identify and take control of your personal brand?
☐
Are you self-aware of your behaviors and actions?
☐
24
Asking Your
Manager for a
Promotion:
A Conversation Guide
How to have
conversations about
your future with
confidence and style
The Essential Guide to Getting Promoted at Work | B.J. Schone
A
sking your manager for a promotion is a huge moment, it’s your one big shot! Before
reaching this moment, you should have carefully worked through the items in your
Promotion Plan. Most importantly, you should know the timing and details about the
promotion process, so you can approach your manager at the right moment. This section
will help you get ready for these conversations.
Timing is everything
Managers usually have a lot going on. They are overseeing projects and managing several
team members, all while conducting a symphony of competing priorities. If you start asking
a bunch of promotion questions without any warning, don’t be surprised if your manager
gives you the typical “canned” responses:
• “We’ll have to talk about it…”
• “I’ll need to think about it…”
• “Let’s see how the next year goes…”
This is usually a defense mechanism to give the manager more time and space to think
about the possibility of your promotion. Don’t take it personally if it happens. Just know that
you have ease into the discussion.
If your company has a regular schedule for promotions (annual or otherwise), approach
your manager 2-3 months before they are supposed to make promotion decisions.
You want to let them know that you’re interested, but also give them enough time to
consider the idea.
A Tale of Three Conversations
Asking for a promotion often takes place over three conversations:
• The first conversation is where you express interest in a promotion and ask a few
questions about the promotion process.
• The second conversation is where you spend time making your case for being
promoted. This is the longest and most important of the three conversations.
• The third conversation is when the manager comes back with an answer or an
update for you.
Be direct when you have these conversations, but not demanding. Approach the
conversations with genuine interest and curiosity; you don’t want to come across as too
assertive, entitled, or annoying. Even if you don’t get promoted this time around, you are
laying the groundwork for future possibilities - both good and bad!
Want help with your Promotion Plan?
Let’s work on it together.
We can do a ton in less than an hour. Sign up for a time here:
https://calendly.com/bjschone
26
The Essential Guide to Getting Promoted at Work | B.J. Schone
The First Conversation: Planting the Seed and
Learning the Process
If possible, use an existing meeting with your manager as an opportunity to share that a
promotion is on your mind. This may be toward the end of one of your regular 1:1 meetings.
If you and your manager are in a good mood and there aren’t any major distractions, move
forward with something like the script below. Use your own tone and style, and add in
details where you see placeholders:
You: “I feel like I’ve been making good progress here at <company name> and helping the
team reach our goals. I’ve been thinking about what’s next for me, and I’m curious to learn
more about the promotion process. Can I ask you a few questions about it?”
If your manager says, “Yes,” proceed with the process, timeline, stakeholders, and
decision criteria questions you listed in your Promotion Plan. For example, “When does
the promotion process start and end? Who is involved in the promotion process and who
has primary decision-making power?”
After a few questions, read their body language to make sure you aren’t asking too
many questions. You may only be able to ask 3-4 questions before needing to close the
conversation, so ask the most important ones first.
It’s important to stay in listening mode when your manager is explaining how promotions
work. Don’t try to respond or react immediately to anything that you find out. Your instinct
might be to say, “Boss, I’m doing all these things already! What haven’t you promoted me
yet?!” Patience is key.
You: “Thanks so much for walking me through that. I appreciate it. As I mentioned, I feel
like I’m making good progress toward a potential promotion. At one of our next meetings,
can we talk about this a little more in depth?”
If all goes according to script, you’ve expressed your interest in a promotion and found
out some key details that you need to know. Refine your Promotion Plan based on what you
learned and start preparing for your next conversation.
27
The Essential Guide to Getting Promoted at Work | B.J. Schone
The Second Conversation: Making the Case
If you already have another 1:1 scheduled in the next week or two, use that time for the
second conversation. When it comes time for that meeting, if there are pressing topics for
that day, get to those first. Try to “read the room” and proceed if it feels right. For example,
if your manager is stressed out or in a bad mood, wait until there’s a better opportunity.
If things feel good and there is time remaining (ideally 10-15 minutes), move forward with
highlighting your accomplishments:
You: “I mentioned last time that I was interested in learning about the promotion process,
and I’m hoping we can chat more about that today, is that ok?”
“I’ve grown quite a bit in my <x years> here at <company name>. I was originally hired to
<insert basic responsibilities> and recently I’ve <list recent big accomplishments>.”
“I have also <list another recent accomplishment> and I’ve helped our team succeed by
<insert how you’ve supported the team>.”
If you were able to find out specific promotion criteria used by your company,
continue with:
“When it comes to <criteria 1>, I demonstrate it by <example 1> and <example 2>.
For <criteria 2>, I did this when I <example 3> and <example 4>. And for <criteria 3>,
I accomplished this by working with <strategic relationship - person 1> and <strategic
relationship - person 2>.”
“Finally, I’ve grown and developed by <improving skill 1> and <improving skill 2>, and I
have <insert experience or mindset example> that can serve me well in the next level.”
“Long-story-short, I believe I’m ready for the next level. Specifically, I’m most interested in
a promotion that involves a <a title change, responsibility change, compensation change whatever items you are pursuing>. Do you think that could be considered?”
The main goal is to share concrete examples of your excellent performance and share that
you’re excited to take on bigger challenges. Stay focused on your accomplishments and
how you’ve helped the team and company succeed.
Two notes:
1.
Be careful about your tone and demeanor: Don’t put your manager on the spot to give
you a YES or NO answer in this meeting. You are making the case that you should be
considered for a promotion.
2. Do not compare yourself to other team members. The conversation should be about
you, your contribution to the team and company, and your career advancement.
If all goes well, you’ll leave this conversation feeling heard and feeling proud of your work!
28
The Essential Guide to Getting Promoted at Work | B.J. Schone
Third Conversation: Navigating the Outcome
Give your manager some time to process the previous conversation. If they haven’t
brought up the topic or given you an update in 1-2 weeks, feel free to ask. Something like
this could work well:
“Thanks again for our chat about my possible promotion. I’m curious to know how this
might go. Can you please let me know when you might have an update?”
It’s likely your manager will have one of the following responses, so let’s look at how you
can handle each one:
•
Yes, a promotion is a possibility.
•
No, a promotion isn’t going to happen.
•
Manager asks for more time: “I need more time to think about it, I need to speak with
HR or other managers, etc.”
•
Indecision, no answer.
No matter how your manager responds, listen carefully to how they phrase their answer. In
cases where you don’t get the promotion, they may be giving you useful tips and clues that
you can use to eventually land the promotion.
Response for: Yes, a promotion is a possibility.
“That’s wonderful to hear! I appreciate your support, and I’m excited to do so much
more here for the team. Please keep me posted on the process and let me know if there is
anything I need to do. And again, thanks so much for your support. I can’t wait to hear the
details and have an even bigger impact.”
Response for: No, a promotion isn’t going to happen.
“Ah, I’m disappointed to hear that. Can you tell me a bit more? For example, is this
your decision based on my performance and expertise? Are there areas I need to develop
further? Or is this because of other factors on the team or at <company name>?”
While this is the most disappointing scenario, this is a key moment for you to listen and
learn so you can make a second attempt down the road. Stay calm, show appreciation (even
if you are disappointed), and take the high road.
After the discussion, take some detailed notes to capture what your manager said. Add
them to your Promotion Plan, take a deep breath, and then get back to work. Stay focused
on the behaviors that matter, and find more ways to get your work noticed. Remember what
I said at the start of this guide: It’s a long road, not a short road, but you’ll get there!
29
The Essential Guide to Getting Promoted at Work | B.J. Schone
Response for: Manager asks for more time.
“Sure thing, I understand. Should I ask for an update in a week or two, or should I wait to
hear from you?”
Either way, if you haven’t heard back in 2 weeks, it’s fair game to gently nudge and ask if
there’s an update.
Response for: Indecision, no answer.
“Thanks again for our chat last time about my development and potential promotion.
I’ve been working hard over the past 6-12 months, so naturally I’m pretty curious about the
possibility. At this point, would you say I’m being considered for a promotion?”
And then stay silent, wait until you get a full answer. Consider the other responses above if
you need to use one right away. For example, if they say “yes, it is possible,” or “no, it isn’t,”
or “I need more time.”
Get career counseling, promotion
coaching, and personalized advice.
Don’t try to do everything on your own. Sign up for a time here:
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30
Dead
Ends,
Danger
Zones,
and Bias
The Essential Guide to Getting Promoted at Work | B.J. Schone
I
f you’ve contributed significant, impactful work over a period of at least a year, but there’s
been no sign of career advancement, what’s going on? There could be a few reasons for
this, some of which are within your control and some are not. Look out for these warning
indicators.
Dead Ends
Signs that you may be stuck in your current role indefinitely:
•
If you are in a toxic culture with bias running rampant, I am afraid your options may
be limited. If career advancement opportunities are not given to employees equally
and fairly, I would look for another job right away. We’ll look a bit closer at bias later in
this section.
•
Your manager keeps stringing you along, month after month, “I want to do something
to recognize you, but my hands are tied.”
•
Management isn’t focused on growing and developing employees. They don’t
provide any feedback or constructive criticism, even after you have asked repeatedly.
Promotions are rare or nonexistent.
•
There doesn’t appear to be a business need for advanced skills or higher-level positions.
•
Promotion is based on long tenure or there are several people in line ahead of you,
meaning you would have to wait a long period of time.
•
You hear that there isn’t any budget available for raises, but you see money being
spent on other areas of the business that don’t feel entirely necessary.
•
Managers play “favorites” and only consider certain employees for advancement
opportunities (i.e., their friends or “golden” employees).
•
Your company has not performed well and is facing a grim future, potential layoffs, etc.
If these sound familiar, it may be better to spend your energy filling out job applications
rather than fighting for a promotion that may not happen.
Danger Zones
Do some self-reflecting and see if you need to adjust how you work:
•
Have you kept up a positive attitude and maintained a good social reputation?
It sounds old-fashioned, but it matters. If people don't enjoy being around you,
don’t learn from you, and don’t want to work with you, you may need to re-think
your approach.
•
Have you been associated with a project or a leader that has recently had a large,
visible failure? Sometimes the “stink” from a failed project or fallen leader can be
associated with you longer than you realize, and you have to work your way out of
the deficit.
•
Think about how you get your work done. Do you have any type of a negative
reputation for lying, gossiping, or anything along those lines? If so, have you put a “do
not promote me” sign around your neck? Do some self-reflecting and adjust if needed.
•
Finally, if you’re still stuck, do some fact-checking with your peers or your manager.
32
The Essential Guide to Getting Promoted at Work | B.J. Schone
Share how you perceive your performance and status within the company and see if
they agree or not. Ask them to be candid and constructive with their feedback.
Bias
•
Gender bias, racial bias, and other types of bias show up in nearly every workplace,
unintentionally or intentionally. Whether it is bias within the promotion process, your
manager, senior leaders, or others, it is a major cause for concern.
•
An article in Harvard Business Review offers several suggestions for recognizing and
mitigating bias. Here are a few of the recommendations that are relevant to promotions:
◦
Work backwards from pay, promotion, and performance criteria. Eliminate any
ambiguity by asking managers to break the promotion criteria and compensation
details into subparts. What are the steps an employee needs to complete to achieve
those objectives? What skills, knowledge, and experience do they need? Figure out
which components are most important to you, and focus your efforts there.
◦
Identify hidden decision-makers. Decisions made outside of a process or without
criteria are more likely to introduce bias because they are not scrutinized or held up
to a consistent standard. Find out each person who has decision-making control in
the promotion process and what criteria they use. If this information is not available,
consider working with senior leaders and/or HR to make the process more transparent.
◦
Asking about the promotion process may help reveal hidden decisions. The
article goes on, “Managers may not even recognize some of their most important
decisions as such. A manager might unconsciously decide to take risks on
employees who are similar to them or similar to successful employees in the past,
without realizing other employees missed out on the chance.”
◦
Find out what data is used in the promotion process. “When managers make
decisions in an ad hoc way, they may not be aware of the cumulative effect of
those decisions.” Data can be an objective guide, so find out if performance data,
proficiency data, etc., are part of the process. If not, ask if it can be included.
•
Bias also shows up because of visibility, or the lack of it. According to “Why Women
Stay Out of the Spotlight at Work,” women sometimes use a tactic of ‘intentional
invisibility’ to avoid conflict with team members. This includes softening their
assertiveness with niceness, and “getting stuff done” by quietly moving things forward
without drawing attention to themselves. The consequence of this approach was that
they often ended up feeling well-liked but underappreciated.
•
If this resonates with you, I would consider finding ways for your work and team
members to speak for you. Focus on building meaningful work relationships, find
strong female mentors, step up your networking game, and look for ways to shine more
of the spotlight on your work. As Steve Martin said, “Be so good they can’t ignore you.”
•
These tips will not magically solve bias; however, they can nudge management in the right
direction and raise awareness of bias. And you should raise awareness! You will not only
(hopefully) help yourself, but others who come after you. Choose the tone and method
that feels appropriate for the situation and know that you’re doing the right thing.
33
The Essential Guide to Getting Promoted at Work | B.J. Schone
The End (and The Beginning)
Congratulations on getting this far! You’ve made it to the end of the guide, but you are just
getting started on your path toward a promotion. I’m excited for you! You control your own
destiny and you want more for your career. That is admirable.
Remember what I said at the start: You need to put in time to build and run a deliberate
plan if you want to advance your career. In the coming months, be willing to be vulnerable,
be willing to grow, and be willing to listen. Constantly refine your work and build genuine
relationships. Help others make connections with their work and help them grow. Stay
disciplined and stay focused.
As you might have seen throughout the guide, I am available if you want to meet and
develop a plan that works best for your situation. We can get together for a quick chat,
or we can set up ongoing coaching sessions, whatever is most useful for you. Check out
options at https://calendly.com/bjschone.
I have to admit something: This guide isn’t about getting promoted. It’s about
performance and development. If you focus on improving your performance, expertise,
mindset, and relationships, I can guarantee that career advancement opportunities will open
up. Whether it’s a promotion or new opportunities at other companies, positive change will
happen. I have seen it happen more times than you can imagine, and I hope it happens soon
for you! Good luck!
What do you want out of your career, and how can I
help you get there?
If you’re feeling stuck or you’re not sure how to proceed, let’s chat. I’ll share
my HR and management experience to help you make progress and move
forward now.
I will help you with:
•
Promotion advice, how to navigate tricky situations, “what should I do
if... “ scenarios
•
Career change conversations
•
Advice for new college graduates: How to be successful in
your first job
•
Resume and LinkedIn review and feedback
•
Interview coaching, tips, and practice questions
•
...and more!
Sign up for a time and let's chat:
https://calendly.com/bjschone
34
The Essential Guide to Getting Promoted at Work | B.J. Schone
Articles, Books, and Links
Here are the resources mentioned throughout the guide:
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The 9 Box Grid of Performance and Potential
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On adapting to challenges: “The Obstacle is the Way” by Ryan Holiday
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On creative problem solving: “A Beautiful Constraint” by Adam Morgan and
Mark Barden
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“What would my replacement do?” A question from Dave Girouard, CEO at Upstart.
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Using the Eisenhower Matrix: “The Eisenhower Matrix: Avoid the "Urgency Trap" with
Dwight D. Eisenhower's famous prioritization framework”
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On maintaining a positive attitude: “Want that promotion? 6 tips to get you there” on
CareerBuilder
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On adapting a growth mindset: Read more from Carol Dweck here and here.
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On building relationships: “How to Win Friends and Influence People” by Dale Carnegie
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On troubleshooting when things go wrong: “Out of the Crisis” by Dr. William
Edwards Deming
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On networking and relationships: “Never Eat Alone: And Other Secrets to Success, One
Relationship at a Time” by Keith Ferrazzi, and “Your Network is Your Net Worth” by
Porter Gale (additional article here).
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On personal branding: “5 Ways To Build Your Personal Brand At Work” by Joseph Liu
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On self-awareness: “The benefits of self-awareness in the workplace”
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On brilliant jerks: “6 Reasons Why You Must Resist the Temptation to Hire a Brilliant
Jerk” by Marty Fukuda
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On mitigating bias, “10 Ways to Mitigate Bias in Your Company’s Decision Making” by
Elizabeth C. Tippett
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One women navigating attention and bias: “Why Women Stay Out of the Spotlight at
Work” by Priya Fielding-Singh, Devon Magliozzi, and Swethaa Ballakrishnen
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The Essential Guide to Getting Promoted at Work | B.J. Schone
© 2021 B.J. Schone. All rights reserved. No part of this book may be reproduced,
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within this guide is based directly on B.J. Schone’s experience and opinion, and it is
not endorsed by his current or former employers.
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