How to Effectively Set Expectations for an Eager Employee that Wants a Promotion
Navigating the fine line of helping aspiring leaders achieve a promotion while properly setting expectations is difficult
Grace Tripathy
, Mon 25 March 2024
Confronting a star employee who is excelling in their current role but may not be quite ready for a promotion presents a unique challenge for leaders. On one hand, acknowledging their exceptional performance is crucial for maintaining morale and motivation within the team. On the other hand, providing constructive feedback about their readiness for advancement requires delicate handling to ensure it doesn't undermine their confidence or commitment.
Leaders who take a structured approach to these difficult conversations are far more successful at handling them. Success looks like not only maintaining a positive working relationship after the conversation, but also laying out a plan for future growth.
Done right, it’s a win-win approach: The employee leaves with a clear understanding of where they stand, feels valued, and is equipped with a plan that motivates them to move forward. The organization also increases retention and engagement. The key is to approach the conversation with empathy, support, and a growth mindset. What does this look like?
- Empathy
Start by acknowledging their efforts, validating their feelings, and assuring them that their hard work hasn’t gone unnoticed. Shift from a mindset of delivering bad news to one of developing shared understanding and distinguishing between the skills they are excelling at now as an individual contributor and how change as they develop into new leadership positions. This compassionate approach can ease the disappointment and foster a more positive, open dialogue.
For example, you can say: “I recognize how hard you’ve been working and the dedication you’ve shown in your role. I know you were looking forward to a promotion, and I want you to know that I see and appreciate your efforts. I also wanted to distinguish that the type of work that needs to be done in a promoted position is different from the work you are currently doing and I would like to see you excel in some of those strategic tasks before we move into the promotion.”
2. Support
This conversation is not merely about explaining why the promotion isn’t happening now; it’s an opportunity to affirm your belief in your employee’s abilities and potential.
Outline the positive aspects of their work. For example, you could say, “You’ve demonstrated excellent skills in your current area, and your contributions to the team have been invaluable. I believe further development here will position you strongly for a future promotion. Let’s look at what opportunities we can create together for you to develop the skills to get you ready.”
3. Growth Mindset
Don’t let the conversation end in disappointment but rather in hope for future possibilities. A future-focused mindset will not only help identify what your employee needs to work on but also actively helps them get involved in chartering a path for future action.
You could say, “I see a lot of potential in you, and I believe in your ability to grow into your aspiring role.”
When discussing the specific reasons your employee isn’t getting their desired promotion, you need to address three dimensions: competence, potential, and perception. As you do so, anchor your conversations in where the person is now and what they need to do in order to advance. This focus on “now vs. needed” provides a roadmap that keeps the conversation constructive, supportive, and oriented toward future success.
When discussing an employee's readiness for promotion, it's crucial to consider both their competencies and how they're perceived within the organization. Competence encompasses the specific skills, knowledge, and capabilities required for a role. While acknowledging their achievements and dedication, it's important to highlight areas where further development is needed for advancement. Engage them in evaluating their current competencies and foster open dialogue about areas for improvement.
For example, you might say, "Currently, you're excelling in skill X, which is crucial in your current role. However, to progress, further development in skill Y is needed. Let's explore targeted training or projects to bridge this gap and prepare you for your next responsibilities."
Be also conscientious that by asking them to focus on the strategic leadership skills while still expecting their core individual contributor tasks to be effectively completed that they will initially be stretched a bit and potentially feel overwhelmed. By helping them prioritize their time and how much to focus on each activity, leaders can help their aspiring leaders more effectively manage their time.
Addressing common misconceptions about recognition and promotion emphasize that results alone are not enough. Perception of one's professional image also plays a crucial role. Actions are interpreted by others, and individuals have the power to shape how they're perceived at work.
For instance, you could express, "Many believe that results alone should speak for themselves in terms of recognition and promotion. While results are undoubtedly important, perception of your professional image is equally vital. It's not just about what you do but also how others interpret your actions. You have the ability to influence how you're perceived within the organization."
Overall, when discussing promotion readiness, it's essential to address both competencies and perception. By recognizing achievements, identifying areas for growth, and shaping a positive professional image, employees can better position themselves for future advancement opportunities.
