I have never come across a post that talks about getting your boss promoted. So
this post by Dan McCarthy is a refreshing change. We don’t seem to like our bosses, managers are always complete nincompoops, idiots who seem to have gotten where they are because of anything but competence. Everyone rushes to the
‘rescue’ of the poor worker from the clutches of the incompetent ‘manager’.
So why would you even want to think about getting your boss promoted? Dan provides useful insight. He says:
I’ll bet when you worked for a successful manager you had:
- More resources
- More credibility
- More meaningful, value-added work
- More development and career opportunities
- A bigger slice of the merit increase, bonus, or commission pie
He goes on to say:
Now think about when you worked for a failing manager. …you probably experienced:
- A lack of resources; your team was always at the end of the line when it came to budget, office space, equipment, headcount, etc….
- No matter how good you may have been, you carried the stain of your manager’s bad reputation
- You worked on low priority projects that didn’t seem to matter
- You didn’t get much coaching, and maybe not much development (failing managers are usually threatened by ambitious, high achievers)
- A lack of career growth opportunities – because your manager was stuck in place, and didn’t have the political clout to be an advocate for his/her people
Here’s how you can get your boss promoted:
1. Be damn good at your job.
2. Support your manager behind his/her back.
3. Give your manager credit for your own successes.
4. Nominate your manager for an award.
5. Show confidence in your manager’s potential.
6. Make development suggestions on how to be better prepared for larger opportunities.
7. Give feedback to your manager.
I came across Dan McCarthy’s blog recently. Dan is a practitioner in the field of leadership development for over 20 years and is currently the Manager of Leadership and Management Development at a Fortune "Great Place to Work", "Training Top 125", and "High Impact Learning" (HILO 80) company. He has a great blog on leadership that I would encourage you to subscribe to.
Dan wrote a great post Head’s Up – You are About to be Promoted or Fired where he shares why you might get promoted or fired. I think there’s also a third script: the status quo script. While you may not be fired for things you do (or don’t do), you may not get promoted either. Here’s what the script might be why you are not getting promoted:
Status Quo script:
I have some good news - you are keeping your job. Unfortunately we aren’t promoting you. Here’s why:
- You are not seen as a leader amongst your peers. You do your job well enough. However you don’t inspire others, either within your team or amongst your peers. People respect you for doing your job with the best intentions and spirit but don’t really look up to you for taking them to the next level.
- You don’t take initiatives. If there is a new opportunity, you don’t volunteer. You don’t seem to have new ideas. You usually wait to be assigned tasks and you are happy to do what is assigned to you, which you do well, no doubt. Perhaps you are content and satisfied with your current role.
- You are not adding value to your current role. For example, your role is not just to create and present the report, but also work towards improving what you are presenting.
- You are not visible. You don’t participate in company initiatives. You avoid official social gatherings. You don’t participate in cross functional teams. You shy away from taking credit for the good work you or your team does. You rarely share what you know, people don’t really see you as a node of reference.
- You resist change. If there is talk of changing process or tools, you resist it. Your first reaction to initiatives is that it can't be done. It is too hard to convince you about the new ideas or changes and too much time needs to be spent with you to onboard you. People see you as an impediment to new ideas.
Picture by
In my second case study, we look at a situation when one of the peers is expected to take on the leadership position amongst the team. Looking forward to your responses to learn what we can do in situations like these.
A meeting alert window popped up on Ajay’s computer reminding him of his meeting with Sangeeta, his boss. He clicked the snooze button and continued making last minutes changes to the spreadsheet he was working on. He was compiling performance data for his team that would be discussed in the impending meeting. The alert popped up again. Ajay disconnected his laptop and looked for a pen.
Sangeeta beckoned Ajay through the glass door and Ajay walked in her office without waiting. Ajay’s team had grown significantly and Sangeeta felt that all projects were not getting due attention. Also not all team members were getting the coaching that Ajay was capable of providing because he was spread too thin.
“I feel you need a Team Leader in your team Ajay. Have you got any suggestions?” Sangeeta started. They had recently discussed the growth of Ajay’s team and the related issues.
“Well, Archana and Rahul are the two key players in my team. Both are equally capable.” Ajay said as he opened his laptop.
“Who is more capable of leading a team? I understand that both are equally capable of executing projects, but we are really looking for leadership skills here.” Sangeeta said.
“Rahul is actually very good in customer communications. His work is also always very good and gets approved in the first round itself. And Archana is equally good. Rahul likes to be sure of what he is planning to do and bounces things off me while Archana goes ahead and takes decisions on her own.”
“And are her decisions wrong?” Sangeeta probed.
“Actually she has a good instinct. And she usually backs it up with well thought through strategy.” Ajay explained.
“What about the team? Which one of them works better with the team?”
“Rahul is just great with the team. He’s a great listener, practically an agony aunt actually. He almost never says anything negative to his team members. The team loves him. Archana’s also good with people but she’s more task focussed. She shows the team a vision and a goal and then helps them achieve it.” Ajay felt good that he had thought through strengths and weaknesses of Rahul and Archana.
“Seems like Archana probably will make a better Team Leader don’t you think?” Sangeeta asked.
“Most probably… but Rahul’s really good too. I don’t think we can ignore him. I wouldn’t want to lose him.” Ajay was beginning to look worried. He knew Archana was more independent and stronger and more capable leader of the two and yet was worried about what Rahul might feel about reporting to someone who has been his peer.
“Ajay, only one person can be the Team Leader, you know that.”
How do you think Ajay should handle the situation? How should he communicate to Archana and Rahul about the new Team Leader position?
How will Rahul take the news? What do you think he should do now that he will need to report to his peer?
How can Archana make Rahul more comfortable as a Team Leader? How can she graduate from the peer relationship to a supervisor relationship?
