If you’ve been overlooked for promotions despite your strong performance as an individual contributor, it could come down to how you’re communicating and interacting with your colleagues, especially in key situations.
For example, the decision-makers don't always see the detailed reality of your everyday work, so how you "show up" in meetings is incredibly important, explained Ipsita Basu, who started as an individual contributor and now works as a product lead for a major tech firm.
When your unconscious behaviors conflict with your conscious goals, it often leads to negative outcomes. Here are some ways that you could be “telegraphing” that you aren’t ready for a promotion without realizing it.
Summary
The Inability to Communicate at High Altitude
In the context of meetings, "altitude" is a metaphor for the level of discussion.
Meetings at this level focus on strategic direction and topics such as how a product will impact other teams and products over the long term. If you can’t paint a vision for a product or bring people around to your way of thinking, it’s a sign that you’re not ready to take on a higher-level position.
If you are too siloed in your thinking, get stuck in the weeds, or can’t calibrate your discussion to the audience, it’s a red flag, Basu said.
Executives understand that your projections will never be completely accurate, because technology evolves so quickly. However, you still need to articulate a vision for a product or solution based on what you know today.
Too Scared to Speak Up
If you automatically acquiesce to the opinions of people more senior than you or lack the confidence to stand your ground when challenged, you will always be viewed as “junior.”
To earn a seat at the table, you have to demonstrate that you belong at the table. Staying silent on important issues keeps you from capturing the spotlight and engaging decision makers in meaningful dialogue.
Choosing Authenticity Over Fitting In
Sometimes you have to “dial it up” to match the demands of the current situation, noted Alan Bronowicz, senior director, Education Strategy and Operations at Adobe. For instance, you may need to dress more formally and adopt more formal language and phrases when addressing senior management.
You need to have it within your range to adjust your communication style and how you present yourself to different audiences. With your team, a more collaborative and inclusive tone and style is appropriate, while a more formal and concise approach is usually preferred in formal business meetings.
Try watching a video of yourself from online meetings with the goal of seeing how you interact with people at various levels and whether you are making a positive impression, Bronowicz suggested: “You might be shocked to see how you’re coming across.”
Focusing on solutions rather than problems, and communicating effectively about challenges, is key to being seen as a problem-solver and leader.
Waiting for Formal Authority
The ability to influence clients, teammates and stakeholders and get their cooperation without having direct control signifies someone with strong interpersonal skills and the ability to build trust.
If you’re only effective at managing things within your control, you will not be viewed as the most obvious choice to lead others or deliver a positive impact. Promotions often require broader impact and collaboration.
Not Going the Extra Mile
Being competent at the duties and responsibilities in your job description doesn’t warrant promotion. On the other hand, displaying eagerness to take on stretch assignments, mentor others and contribute outside your immediate scope shows initiative and signals that you are ready for an expanded role.
Failing to Capitalize on Impromptu Opportunities
If you unexpectedly bump into a senior executive who poses questions about the impact of AI on your work and the challenges your team is facing in the next six months, the last thing you want to say is,” You know, I’m not sure. Give me a day or two to think about it.”
From a business perspective, failing to anticipate emerging trends and future disruptions reflects terribly on you. You have to make the opportunity count.
Your approach or ideas don't have to be fully formed or pressure-tested, Basu said, but it's crucial to make a strong impression because you’re unlikely to get another shot.
Showing Frustration and Impatience
As a high achieving individual contributor, it’s understandable to feel frustrated with coworkers who don't seem to "get it." But if you express frustration or impatience with people who don’t live up to your standard, or see things the way you do, you may be viewed as someone who lacks the right temperament or is ill-suited for a management or formal leadership role.
“People who get frustrated easily, often get into a negative groove,” Bronowicz warned. Patience, optimism and the ability to build a positive team culture are critical for managerial roles.
