How to Advocate for Promotions

I was promoted 3x in five years at Microsoft. That led to ~$200k+ of additional comp. Here are 6 principles I used to make it happen: First, some context: Promotions at Microsoft happen in two ways: 1. Internal level bumps 2. Traditional role changes Two of my promotions were level bumps and one was a role change. All three came with increased responsibility and compensation. On to the principles. 1/ Get Clear On Where You're Going I spent my first six months figuring out exactly where I wanted to go. That way I could quadruple down on my goal. The relationships I built and projects I took on all happened with that goal in mind. Compounding applies to careers too. 2/ Be Vocal About Your Goals! I told everyone about my plan: "I want to be a Director of Partner Development." I brought it up in my 1:1s. In my performance reviews. And in convos with colleagues. People can't help you if they don't know your goals. 3/ Build Up Your Social Capital I identified people who could impact my ability to get promoted. I'd talk to them about their challenges and goals. Then I'd work to help solve that problem or support their initiatives. When you show up for others, they show up for you. 4/ Create A Specific Plan With Management Every quarter, I'd ask my manager 3 questions: 1. What skill gaps do I need to fill to get this promo? 2. What results do you need to see as evidence? 3. What projects can I join / start to get those results? Then I'd get started. 5/ Overdeliver On Value And Results I consistently came in over quota. I helped my teammates level up. I helped colleagues on other teams solve problems. Asking for a raise is a lot easier when you generate 10-100x+ what you're asking for. 6/ Ask For The Promotion Finally, make the ask! When the job becomes available, let everyone know two things: 1. You want it. 2. How they can help you (putting in a good word, etc.) Too many people don't get promos simply because they don't ask or ask at the wrong time.

Beyond the Brag: Building Your "Impact Portfolio" Before Promo Season Hits It's promo season at Google, and I'm helping colleagues craft their promo packets. This behind-the-scenes look reveals a crucial truth: building your "impact portfolio" before the pressure hits is key. The promo process at Google (and many other companies) involves telling a compelling story of your contributions, backed by evidence, to convince peers you deserve a promotion. It can sometimes feel like bragging. But waiting until promo season to gather evidence is like cramming for a final exam. Instead, let's approach our careers with a continuous "impact portfolio" mindset. ✨ Capture "Impact Moments" Regularly ✨ Don't wait for formal reviews. As you complete projects, launch initiatives, or solve complex problems, document the key details: what you did, the impact it had, and any quantifiable results. Think of it as your own personal "highlight reel." ✨ Reframe "Bragging" as Storytelling ✨ Self-advocacy isn't about showing-off; it's about telling a compelling story of your contributions. Focus on the "why" behind your work and the value it created. ✨ Seek Feedback Beyond Performance Reviews ✨ Proactively ask for feedback throughout the year. Not just on what you did, but on how you did it. This provides valuable insights into your strengths and areas for growth. ✨ Build Your Network ✨ Your network is your extended "impact portfolio." People who have witnessed your contributions firsthand can be powerful advocates. Nurture those relationships. ✨ Quantify Your Impact ✨ Whenever possible, use numbers and data to illustrate your accomplishments. "Increased efficiency by X%," "Saved the team Y hours," "Led to Z revenue." These metrics make your impact tangible. The goal isn't just to ace the promo packet. It's to build a consistent narrative of impact that reflects your growth and value over time. When it comes time to advocate for yourself, you won't be scrambling to remember your accomplishments. You'll have a rich portfolio of evidence, ready to tell your story. If you haven't started building your impact portfolio, there's no better time than now. Your future self will thank you.

As a junior lawyer, I didn't know the difference between a mentor and a sponsor. It cost me at least one promotion cycle. Here’s how I see it now. A mentor talks TO us. They give us advice, review our career plans, help us learn from our mistakes. I had great mentors early on and assumed that was enough. But when the door closed on the promotion meeting, none of them were in the room. A sponsor talks ABOUT us. They're the one who puts our name forward for the big matter, argues for our pay rise, and uses their ‘political capital’ on us instead of saving it for something else. Mentors help prepare us for the promotion. Sponsors get us the promotion. Both are important, but we need to understand the difference. And getting a sponsor isn’t rocket science, it’s things like: 1️⃣ Doing consistently good work Trust builds through repetition. When a partner is confident that you’re handling everything within your ability (attention to detail, project management, communication etc), you're becoming someone they'll put their name behind. 2️⃣ Have the career conversation This one took me too long. Nobody can advocate for something they don't know you want. "I want to work towards senior associate in the next two years. What would you need to see from me to support that?" 3️⃣ Be visible beyond your direct supervisor Matters, pitches, presentations. Anything that puts your work in front of other partners. One sponsor is good but more is safer. You don’t want to be caught offguard by somebody leaving the firm. 4️⃣ Keep them updated on your wins Sponsors need material to advocate with. Don’t assume that they see everything that you’re doing. Give them reminders on what’s gone well so that they have the material when the time comes. 5️⃣ Close the loop after they help you If they put you on a matter or introduce you to someone, tell them how it went. It shows their investment paid off and makes them do it again. Anything you'd add? ------ Btw, I'm building an e-library of the 110+ how-to guides I've written over 6 years. If you want to stay updated when it launches, sign up to my free newsletter on my website. #legalprofession #lawyers #lawfirms #lawstudents

Most people ask for a promotion wrong. Here's what I learned from the other side of the table. When I was leading large teams, I sat through dozens of these conversations. Most started the same way: "I want to be promoted." Full stop. No context. No questions. Just the ask. They hadn't done the homework. A promotion isn't a reward for loyalty. It's recognition that you're already operating at the next level. But it also needs to structurally exist. If the role doesn't exist, you can't be promoted into it. Full stop. That leaves only two paths: the company creates a new position (which means headcount and budget in the next planning cycle), or you step into a role that opens up because someone leaves. Most people never ask about this. They assume the path exists. It often doesn't. So here's how to have the conversation: Frame it around clarity, not entitlement. Say: "I'd like to understand what the pathway looks like for me to progress to [next role]. Could you share when the promotion cycle starts, how the process works, and what's expected at that level?" Then follow up: "What are the non-negotiables for this role? What will those approving the promotion look for that's not optional in their eyes?" If your manager gives you something vague, e.g., "you need to be more visible", or "you need to speak up more" don't leave it there. Make it objective. Ask: "How would that look in practice? How would you know when someone is delivering that?" What to cover in the conversation: 👉 Timing: When the process starts and ends. 👉 Criteria: What they'll measure you against. 👉 Stakeholders: Who needs to see your impact. 👉 Structure: Does the role you're aiming for even exist today? 👉 Objectivity: Is the feedback measurable and specific, or just vague words? If your manager isn't forthcoming, talk to peers who've been promoted recently. Ask them: Who influenced the decision? What did they wish they'd known? That intelligence is often more useful than anything your manager will tell you. I'm walking through exactly how to navigate this on Feb 26: https://lnkd.in/gSWuhjxg ❌ The old assumption: Ask for the promotion and hope for the best. ✅ The reality: Understand the game, ask the right questions, and build your case before you ever walk into the room. What's the one thing you wish you'd known before your last promotion conversation?

Want a Promotion? Stop Hiding Behind “My Work Speaks for Itself.” It doesn’t. (If it did, you wouldn’t be reading this.) A few months ago, Sameer, a business head I coach, was stunned. He’d hit every target, led a turnaround, mentored two VPs, and still didn’t get promoted. His boss said: “We need to see more cross-company impact.” Sameer thought, “Wait, what? Isn’t that what I’ve been doing?” Meanwhile, Ananya got promoted. Why? She made her work visible, invited leaders to demos, led cross-functional projects, and owned her narrative. Sameer worked hard. Ananya worked smart and ensured it was seen. The Real Promotion Equation Performance × Visibility × Sponsorship = Growth. Miss any one of these, and you’re left wondering why your brilliant work went unnoticed. Here’s what data (and a few thousand real careers) teach us 1.    Promotion rates are cooling down. Managerial promotions hover around 7.3% (ADP, 2024). Translation: being good isn’t enough; being known for being good is. 2.    Great work needs an audience. Harvard research proves it: visibility and sponsorship matter as much as performance. 3.    Networking ≠ LinkedIn collecting. It’s about building strategic relationships and sponsors who can speak your name in the right rooms. 4.    Promotion = Visibility 2.0. Get promoted, and the market suddenly knows your name. It’s not just a raise, it’s a spotlight. What to Do Before Appraisal Season 1.    Turn wins into impact statements. Quantify what changed because of you. 2.    Build a visibility map. Who needs to see your work? Show them. 3.    Create a sponsorship shortlist. Find 2–3 senior advocates. 4.    Have the career presenting talk: “What will make me promotable in 6 months?” 5.    Upskill on purpose. Align learning with your next role. 6.    Document everything. Don’t let great work die in your inbox. Real Talk You can be brilliant and still invisible. Your work doesn’t speak unless you give it a microphone. So, before appraisal season, don’t just do great work Package it. Amplify it. Get it seen. That’s how results turn into promotions. #Leadership #CareerGrowth #PromotionStrategy #Visibility #PersonalBranding

Many high performers are not overlooked. They’re simply too valuable where they are. You keep the system running. You deliver consistently. You solve problems others can’t. So the organization does the logical thing. It protects the system. And sometimes that means keeping you exactly where you are. Not because you’re not promotable. Because moving you would create a gap they don’t want to deal with. That’s why many high performers misread certain signals as support when they’re actually signs of career containment. If you recognize some of the signals in the infographic, here are practical moves that change the dynamic. Actionable moves high performers should start making: ➡️ Ask for promotion criteria in writing If someone says “you’re not ready yet,” ask: “What specific milestones would demonstrate readiness for the next level?” ➡️ Convert praise into progression conversations When you hear “you’re doing great,” respond with: “Great to hear. What capabilities should I demonstrate to be considered for the next level?” ➡️ Tie extra work to authority If your scope expands, ask whether the title, ownership, or decision rights will expand too. ➡️ Create promotion checkpoints Instead of waiting for “next cycle,” align on a 90-day review based on specific outcomes. ➡️ Increase strategic visibility Your work should be visible beyond your manager. Share insights in leadership discussions and cross-team initiatives. ➡️ Look for a sponsor, not only a mentor Mentors advise. Sponsors advocate for your promotion in the rooms you’re not in. ➡️ Document measurable impact Promotion discussions should be supported by clear evidence of results, leadership, and influence. ➡️ Test your market value occasionally If your organization repeatedly says you’re “valuable” but never advances you, the market may value you differently. High performers rarely struggle with effort. They struggle with turning value into advancement. The infographic breaks down the signals many people misread. If this resonates, repost it so more high performers stop mistaking polite signals for real support. And if you want deeper strategies on leadership growth, career positioning, and executive visibility, subscribe to my newsletter (link in the comments).

Promotions don’t come from tenure—they come from undeniable impact. 📈 Here’s the playbook I’ve seen work again and again: Pick a target level/title and reverse-engineer the bar from real examples. Align with your manager on a one-line contract: “To reach X, deliver Y by DATE.” Own a problem tied to money, risk, or speed—then solve it visibly. Set a baseline and a single success metric; post lightweight weekly updates. Operate at the next level now—run the meeting, write the doc, mentor the newbie. Make your manager a sponsor: hand them clean wins they can champion upward. Collect receipts: before/after metrics, customer quotes, cross-functional praise. Ship a quarterly “impact memo” (problem → actions → measurable result). Build advocates outside your lane (finance, ops, product)—promotion panels notice. Ask for it with evidence, not emotion: “Here’s the bar. Here’s how I met it.” Do this and the question shifts from “why promote you?” to “how fast can we make this official?” Ready to be undeniable this quarter? 🎯

Over the past six years at Microsoft, I’ve been promoted four times, moving from L59 to L63. My manager told me that promotions are all about showing your intent and backing it up with action. This was one of the biggest lessons that I learned early in my career which helped me achieve these promotions. Let me share a story about two junior engineers who joined after me. We’ll call them A and B. Both came from excellent colleges. Engineer A ► Promoted after 1 year Engineer B ► Promoted after 2 years Engineer A’s Approach (First 2 Weeks): - Asked me how promotions work at Microsoft. - Inquired about what actions are needed for career growth. - Spoke with managers and senior engineers to gather insights. After gathering this information, Engineer A developed these habits: - Went the extra mile after completing his tasks. - Reviewed others’ pull requests (PRs) and asked questions. - Was always eager to learn more and enjoyed collaborating. - Regularly discussed various concepts used in our projects. Engineer B’s Approach: - Started thinking about promotions after 6-7 months on the job. - Had a strong work ethic and completed all tasks efficiently. - Focused solely on doing his tasks well without understanding the bigger picture. - Built a good reputation for reliability but didn’t show intent for the next level. When Engineer B asked me how to move to the next level, I explained it this way: "You don’t get promoted because they expect you to level up after the promotion. You get promoted because you’re already performing at the next level. The promotion should feel like the obvious next step to your leaders." The key difference between A and B’s approaches is simple: – Don’t wait for months to start thinking about promotion. Begin early by understanding what’s required. – Connect with managers and senior team members to gain insights and guidance. – Take initiative, help others, and see the bigger picture. Show that you’re ready for more responsibility. Start performing at the next level now, and the promotion will follow naturally.

You have something... delicate that you need to talk with your manager about... Maybe it's addressing their communication style that's affecting your work, discussing a promised promotion that hasn't materialized, or bringing up a concern about team dynamics. Whatever it is, you know it needs to be said, but you're dreading the conversation 😬 (been there, done that!) Here's how to approach delicate conversations with your manager: ✅ Choose your timing strategically Rather than grabbing a few minutes in between meetings, ask for dedicated time to speak with them: "I'd like to discuss something important with you. When would be a good time for a 20-30 minute conversation?" ✅ Lead with your intention Start with why you're bringing this up and why it matters: "I'm coming to you because I value our working relationship and want to address this directly rather than let it fester." ✅ Use "I" statements and focus on impact Instead of "You never give clear feedback," try "I've been struggling to understand expectations and would benefit from more specific guidance on (x)." Center your experience rather than dictating theirs. ✅ Come solution-oriented (real ones know this is my big go-to!) Think through potential solutions beforehand. "Here's what I'm experiencing, and here are a couple of approaches I think might help..." or "After giving my current role some thoughtful consideration, I've mapped out a reasonable path toward promotion in the next six months." ✅ Stay calm and collected, even though it may be difficult Take deep breaths and speak clearly. If you feel yourself getting heated or losing control, it's okay to say, "I need a moment to collect my thoughts." Remember, you are your biggest advocate! ✅ Follow up appropriately Send a brief email summarizing what you discussed and any next steps: "Thank you for taking the time to discuss (x). As discussed, I'll..." I know it's TOUGH to have difficult conversations. I've been there several times. It'll all be over soon, and no matter what the outcome of the conversation is, it doesn't define your worth!

After 20 years in talent management and career coaching, I’ve seen one truth over and over! ‘You cannot wait  for your boss or manager to advance your career!’ If you want a new job, a promotion, or more recognition in 2025,  here’s what I’ve learned and what I coach my clients to do: Document Your Achievements: I've kept a "brag file" of my achievements—big and small.  When it's time for reviews or interviews, I have solid evidence of my contributions. Invest in learning and development: This has helped me stay ahead of the curve.  I mastered skills aligned with the future  of work to remain competitive. Advocate for Yourself:  Don't shy away from claiming credit when you've earned it!  Throughout my career, I've made it a point  to advocate for myself. Create a Career Roadmap: Defining your goals and outlining actionable steps to reach them has been a game-changer for me. ↳ My clear plans have made the journey less daunting. Network Strategically and Consistently: Building meaningful connections regularly, not just when you need  something is crucial. Don’t forget those  Christmas parties and meet-ups. ↳ Strong relationships have been game-changers in my career. Be Proactive:  Taking initiative and following through have been key to my success. Remember, passivity stalls progress, while execution drives results. Putting these strategies into action has helped me achieve  my career goals, and I know they can do the  same for you. Embrace ownership of your success and thrive in the coming year! What strategies have helped you excel in your career?  Share your tips below! #GoalInspiredCareerCoaching #CareerAdvice #JobPromotion