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Promotion stories
Promotion stories
"I didn’t have to look for promotion."
Moreover, they have arisen from a change or growth in a company!
When I worked for one of the top four firms of chartered accountants I found the environment to be quite structured, so potential for promotion was limited. However, since moving into industry my promotions have been largely event-driven.
My first significant promotion was from divisional controller to finance director, Europe. This was because my immediate boss was given increased accountability, so I got more responsibility too.
Then my next promotion, to vice president, was more through recognition of my own successes.
And my team was doing such a good job in Western Europe that they decided to include Central Europe too and then my responsibilities grew to match the expansion.
My promotions have been very much down to demonstrating my worth AND being aligned with the right people. I’ve come to realise that at a certain level of seniority your competencies are taken for granted, and that it is the relationships with colleagues which make all the difference to your potential.
Because of this I have missed opportunities where I have not gelled politically with other people.
To realise advancement at senior level, it's critical to be aligned with the right people, to be doing a good job AND to be able to deliver information. The difference between people at manager, director and VP levels can be marked by their ability to simplify complicated issues, get to the key decision points and explain these succinctly to management.
"My promotion came as a surprise."
When I joined the company I took a step down in position, but I wasn’t unhappy as I knew I was joining a world class organisation. Changes at the company led to my boss was being moved into a new position, but not until they found someone to fill her shoes.
So I was promoted when I had been with the company only six months. My boss recognised my level of skills and was aware of my previous management experience. Little did I know it when I joined, but with hindsight I realise I was a natural successor to my boss and in the right place at the right time!
Director, business process outsourcer, US
"The first time I applied for promotion I was turned down."
Whilst I had previous management experience, this had been gained at another company, and I lost the promotion to an external candidate who had both the management experience and business area knowledge required.
The interview process lasted six weeks and when I found out I had been unsuccessful I was really upset. I voiced my disappointment on hearing the news, then went to sit in my car to calm down – and had a good cry!
I learned that getting feedback in these situations is particularly important. It’s OK to be disappointed and to show it, but it's best to try to turn the negative result into a positive. Then management will notice how you respond.
Rejected candidates would be wise to listen hard and learn why they were passed over. But be prepared to accept the feedback and don’t get into an argument.
Some time after that lost promotion I heard of another management role on offer and this was in an area where I had significant knowledge. So I spoke to the hiring manager, who had been part of the previous interview panel.
This time there was no formal process and although I was competing against other candidates both internally and externally, I got the job with only a minimal selection and interview process.
A year later the company needed to make a number of more senior level appointments and sought to look into a prospective pool of internal people with high potential, interested in moving up. I was invited to attend an assessment centre; the programme was not a guarantee of a role but to ascertain whether I was qualified for that level of job.
There were 20 people on the assessment programme, which comprised interviews, role plays, group discussions and presentations. And I’m pleased to say that I was one of the four people promoted to the next level!
Regional manager, telecoms company, United Kingdom
"My presentation lacked a certain spark."
It was for a big promotion and the candidates had to give a 15 minute presentation on what they had achieved during the fiscal year, as well as what they had learned which would be useful in the new job. I was the only person supported by my boss and I prepared a good presentation. So why didn't get the job!
Firstly, it was my presentation. Although it was good and solid it may have lacked a certain spark, an essence of what I am all about. If I'd been presenting an internal numbers update it would have been well received. In other words I came over as a numbers guy, instead of a big thinker who is good at creating new ideas.
Secondly, the two successful candidates had been, in effect, interviewing for the job all year. They had talked to the managers involved in the interview process through informal updates; they had told them what they were doing and what they wanted to do, then got feedback on how they could improve. I had come from a smaller company environment, where you put your head down and do the work; where you were praised if you did well and sacked for poor performance!
Lesson learned: in a bigger company, people won't know you if you don't communicate with them!
Procurement manager, manufacturer, US
"My challenge was to influence my potential new boss."
My division, including the team I ran, was being merged with another division. Management positions were going to be streamlined and those remaining would carry greater responsibility. I had joined the company only within the last 18 months and my tenure was short in comparison to other competing managers.
On the positive side I had good experience and the potential of outside ‘new thinking’. I had a good relationship with my current boss but my challenge was to influence my potential new boss, who would make the decision on choosing his management team. To meet this challenge, I gained the support of my existing boss.
More importantly I developed my relationship with my potential new boss’s boss. This Senior VP wanted to bring about major change. As a relative newcomer to the company I was seen as having more adaptable skills, and this proved a trump card. Another key influencing factor not to be underestimated was demonstrating that I wanted the new role.
I had an opportunity to present myself and answer any objections. Some of the other candidates didn’t make their interests clear. My enthusiasm for the job and my presentation of new and innovative ideas played a big part in securing the position.
The formal interview with the hiring manager highlighted my skills and my competence and cited real examples, where I could demonstrate previous experience.
Sales executive, fortune 100 IT company, US
"They had already offered the role to an external candidate."
I was working as a team leader (player manager, myself and two others), so when the director job came up. I was the prime candidate, as top performer and well positioned to be offered and assume the role.
However, unknown to me, they had already interviewed AND offered the job to an external candidate before even interviewing me. So my interview had been just going through the motions. The other person got the job because I had minimal industry sector experience, and the company felt they needed someone with considerable management and industry experience.
Undeterred, I gave my support to the new director and worked my team harder and smarter, outperforming other groups three to one. This led to my promotion a year and a half later to UK director.
The original candidate is now VP EMEA at the company.
Sales VP, global comms manufacturer, United Kingdom
"I wanted to move into management."
The company was growing and I wanted to move into management. I could see there was an opportunity but there were no management positions open. I pursued the idea with my boss and his boss, but didn’t really get the air time, and my initial approach was rejected.
Some time later I was helping to organise an event which involved scheduling time slots for my boss and my boss’s boss. So I deliberately left a spare slot of half an hour, representing my window of opportunity to get across my message to them and demonstrate why they should consider promoting me.
I suggested that I assume a position of team leader working as a player/manager, pointing out the benefits of such an approach: this was a no risk option to them. A month later I took up my new role, and only a year later, came my promotion to manager!
HR director, software company, US
"Walk quietly and carry a big stick."
There was just myself and an external candidate in a bid for promotion. The other candidate was offered the job – and I compensated myself with a skiing holiday, resigning myself to remaining a foot soldier/do-er.
On my return, I had a call from my boss, telling me there was good and bad news. The bad news was that they had failed to conclude a deal with the external candidate, and the good news was that the position was now mine!
I took on the role, and in a space of nine months grew a team from a start-up size of three up to 16 people. However, in making the transition from do-er to manager I found I subsequently needed to exercise a lot of self-restraint.
In my previous role I could be volatile without huge implications, but as a manager I needed to be much more aware of others.
I need to heed the saying “walk quietly and carry a big stick”.
Operations director, telecoms company, Europe
"Her enthusiasm was the key to promotion."
I promoted a manager straight from working as a team leader supervising about 15 people straight to one managing a contact centre numbering 60 people. She didn’t have the experience but did have the ability.
What gave me the confidence to promote her was her enthusiasm. I was certain that I would get more from her than many a more experienced manager.
She wasn't afraid to ask questions and push back, and I believed her passion and energy would enthuse others to assume an equally high level of ownership.
She is still in the role two years on and has been driving exceptional results from what is the front office of our business.
Customer services director, utility, United Kingdom
"Be prepared to look outside the box."
As managing director for an international manufacturing company, I needed to promote someone internally to take on the role of sales director. Although the preference was for an internal promotion but the sales department had no-one with the talent I was seeking.
However, the finance director was extremely capable in his role, and in management meetings, demonstrated talents and business understanding wider than his usual discipline. Also he had an understudy already positioned to take over his job.
So I was happy to promote him to sales director, a position in which he was so successful that he eventually took over my role of managing director! The lesson here is twofold: be vigilant and flexible, and be prepared to look ‘outside the box’.
Director, industrial manufacturer, Australasia
"I turned a mistake into success."
How I secured my first head teacher appointment from the position of acting head by turning a mistake to my advantage.
At the final interview stage three people were seen, two men and one woman. I wore a suit but the other man didn’t. Strangely enough, after lunchtime he returned wearing one!
It was a two-day process and this involved a battery of interviews and other assessments from 9am to 5pm! The final task was to give a presentation on the second day.
I returned home at 7.00pm on the first day feeling tired, then looked for the presentation topic instructions so I could prepare for the following day. I then realised I had left the information behind! I thought I had remembered most of it, so I prepared to give my original presentation anyway.
But as a precaution I made a point of getting to the centre by 7.00am, in order to check the instructions. I discovered that there was a big gap between what I had prepared and what had been asked ~ so I prepared another presentation. Luckily I had time! At the interview, I explained what had happened.
I said that in my opinion it is important for a head teacher to be able to think on his or her feet and that this had been a good example!
I asked them which presentation, would they prefer me to give…
They liked my straightforward and honest approach and my ability to adapt to the circumstances. They later told me this was a fundamental reason in awarding the role to me.
Head teacher, United Kingdom
"Patience and perseverance beat hostility and petulance."
As resident area manager for an international corporation, I was transferred to the Middle East with responsibilities for several countries.
My expectation was that, after a short while, I would be promoted to regional manager, Middle East.
However, when that position became vacant it was given to a colleague who, in my opinion, did not my match my experience and ability.
I made my disappointment known to senior management, and made it clear that I thought I was the right man for the job. At the same time I declared my loyalty to my new boss, and worked hard to position myself positively for the next move.
After some time the position of regional manager became vacant once more, and I was given the post.
The moral: patience and perseverance beat hostility and petulance.
Regional manager, tyre manufacturer, Middle East
Read more...
How to win a salary increase
How to negotiate a salary increase
Most employers have a good knowledge of how salaries compare between companies.
The best time to ensure you are properly compensated is when you join a company, because, once you have started work, it is difficult to get major salary increases beyond inflation, except when you receive a promotion.
This is especially true in medium to large organisations which invariably award pay rises against a performance review. Such companies have a structure and policy which determine rises and prevent ad hoc subjective increases.
In these companies managers are often given a pool of money to distribute as they see fit, so it’s particularly important that you excel at your job, so your manager can justify awarding you more than the next person. Otherwise, he or she can find themselves in a position of having to rob Peter to pay Paul – which psychologically can prevent the manager from doing so.
Furthermore, many corporate organisations require a chain of sign-offs. So it’s important to understand that in-house policies will determine whether your approach for a rise is realistic or not!
However, if you believe you genuinely deserve to negotiate for a higher salary you should:
Ask at the right time!
Timing is important – consider the time of year when salaries are reviewed, and research your company’s performance to see if increases are affordable!
If, as a result of this, you are confident that you should be considered for a pay rise then you should apply for it straight away. Conversely, if you don't feel justified in applying for a rise just yet, consider behaving as a model employee for six weeks or so first.
By this I mean getting in early, having a well organised, clear desk, demonstrating a good attitude, being helpful and happy – making sure you're someone who’s good to be around.
Try for the rise when your manager has had time to recognise that your performance has been strong – after you have delivered good results, for example, or completed a successful project…
Research your value to your employer:
How much are you worth?
To find out look for some benchmarks, for instance the range of compensation packages applicable to your field.
- Check job advertisements, find out from recruitment consultants what is the going rate and range.
- Look up salary surveys via the internet or professional and trade associations. And consult fellow workers.
- Analyse how your efforts are contributing to company success, and consider your experience in relation to your peer group. Look around to see who else has your attributes, and who could replace you!
- Assess what level of salary increase you deserve.
- Keep in mind that your personal needs or financial commitments should not be a factor in your application. Financial pressures of your family, mortgage, debts or other outgoings are unlikely to influence any decision.
Arrange an appointment with your superior
State your reason for the meeting.
Consider convenience factors like time and place, and avoid potential interruptions.
- Prepare your presentation for maximum impact.
- Document your value to the organisation.
- Highlight your past achievements and contributions to company success.
- Rehearse and rehearse until you are word perfect.
- Be prepared for possible rebuttals, and have your response/s ready.
Your conduct at the meeting
- Create the right impression; ensure you are dressed appropriately.
- Project a friendly and confident manner, and give particulars on what you enjoy about your work.
- Give your presentation firmly and in a measured manner.
- Allow for possible interruptions, such as requests for clarifications.
- State your expected salary/compensation package.
- Outline how much you think you are worth and in what ways you will earn the extra salary reward.
- If your expectation is rebuffed, be prepared to negotiate.
- Should you fail to get what you want, it is fine to express disappointment but, unless you want to make it a resigning issue, don’t burn your bridges.
- Suggest that your employer thinks it over, and arrange another meeting in the near future or at some predetermined time, say three to six months.
- If appropriate, offer to undergo extra training or ask for advice on how you could perform even better.
Follow up if unsuccessful
- Document your continuing successes for future negotiations.
- Take on additional responsibilities; go the extra mile to further your cause.
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