Many executives have likely experienced this frustration: despite outstanding work performance and stellar evaluations, promotions consistently elude them. When seeking feedback from superiors or colleagues, the responses are often vague and perplexing. What exactly is going on?
In reality, promotions within most organizations are governed by unwritten rules.You may be unaware of these hidden rules and have no idea which specific skills you need to develop or demonstrate to meet promotion criteria. In such cases, you must interpret the feedback yourself to uncover your true weaknesses.
Drawing from over 30 years of personal experience and observation, the author identifies three categories of hidden rules influencing executive appointment decisions. The first category comprises essential factors—executives lacking these basics won't even be considered.The second category consists of disqualifying factors. If a candidate meets all other criteria but exhibits these traits, they will be eliminated. The third category comprises core factors—the elements that ultimately determine promotion decisions.
Since no organization will explicitly list these factors or provide constructive feedback, you must proactively uncover potential issues.The most obvious approach is to directly ask your supervisor and colleagues for their opinions. To gather more insights, consider speaking with your former supervisors or your supervisor's superiors. You could also attempt to approach the highest-level manager, but this person must have a solid understanding of your work and a good rapport with you for such an approach to feel natural and appropriate.Of course, extracting useful insights will require effort. This is no simple task. So how do you conduct a truly constructive conversation?
Executives are generally reluctant to point out others' shortcomings directly. Therefore, when seeking their feedback, approach them sincerely and make it clear you genuinely want to understand your weaknesses.Your core question should be: "What skills and competencies do I need to demonstrate to become a strong contender for a higher position at some point in the future?"
Then, actively listen. Any defensive language or body language may cause them to clam up or deflect, steering the conversation toward lighter (and more vague) topics like needing to "gain experience."Ask questions to clarify facts, but avoid questioning the substance of the feedback. Be wary of vague phrases that mask core issues, such as needing to "improve leadership," "enhance teamwork," or "refine communication."
If you struggle to interpret feedback, try ending each conversation by asking: "Are there one or two things that would most convince others I'm capable of handling a higher position in the company?" Provided the person is honest, this question consistently helps you bypass empty platitudes and get concrete answers.
Remember, changing deeply ingrained perceptions about you requires persistent effort that others can observe. You must also carefully assess whether your current role provides a platform to demonstrate the skills needed for advancement. While this growth process is challenging, it yields significant rewards for both you and the organization.