Category: Psychology at work

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Why you’re not getting promoted

Business woman with hands in the air. Why you're not getting promoted

Most can identify with the feeling of discontent when others seem to be getting promoted for less apparent reason than your promotion would justify. It’s natural – we want to win and a big piece of winning in organizations is getting promoted. It probably comes as no consolation to learn that there are many factors potentially influencing why you’re not getting promoted.

  1. You’re a master at your current job, but perceived (rightly or wrongly) to be "Not Ready" to assume a job at the next level.
  2. There are others more deserving of one of the limited number of promotions (again, rightly or wrongly).
  3. You haven’t “done your time” in your current level.

So how do you overcome these potentially career limiting factors?

There’s very little one can do in the short term if there is no open position above you. Organizations do NOT like to add more heads to higher levels simply because they are “ready and able.” CFOs in particular do not like to see a proliferation of senior-level jobs relative to the organization’s general growth at all levels.

Overcoming the tightly managed promotion “quota” is also highly difficult. The simple fact is that there typically aren’t enough promotions for all for whom a “truth measure” would indicate are ready. Organizations are always smaller at the top than at entry levels.

Lastly, you can’t do much about your time in position except wait. And the bad news is that spending a given amount of time at any level is no guarantee of promotion. Most will simply retire or leave the organization without making it to the coveted top positions.

There’s actually a fourth reason that you’re not being promoted: You’re not known by enough managers or executives above you. Simply impressing your boss is usually not enough unless they are truly a selfless advocate.

You’re not known by enough managers or executives above you.

But this is something you can do something about. You can improve your reputation at higher levels of the organization. Here are a few suggestions to enhance your reputation, and therefore, your promotability:

  1. Participate on as many cross-functional assignments as you can. The vast majority of promotions are not made by one’s boss alone. You need to be visible to your boss’ peers, and to some extent, your boss’ superiors. This second one can be very tricky -- you don’t want to hurt your chances by upsetting the political hierarchy, i.e., going around or above your boss.
  2. Create a career plan for yourself, or with your boss, and discuss it with them. Of particular importance: Clarify exactly what performance results and which competencies are critical to your promotability. This cannot be overstressed: Be as objective as possible about both the results and competencies associated with promotions. “Higher ups” can, and do, frequently hide behind nebulous developmental goals or achievements.
  3. Make sure you manage your “but.” I’ve sat through hundreds of “talk talent” meetings. One of the most common things I hear is, “They’re really good at {fill in this blank}, BUT… they haven’t overcome {fill in your ‘but’}."
  4. Be as likeable as possible. This may sound like a tall order, but there is a very strong correlation between liking and promoting. (Plus, I've never known someone universally unliked to get promoted.) Some of this sounds – and may well be – unfair. However, there is also a strong correlation between being liked and actually being good. One proven way to be more liked is to simply smile and laugh more. People who smile and laugh more are perceived to be more optimistic, confident and powerful in a non-threatening way.

In summary, you may be extremely good at what you’re doing now, but there are many factors potentially holding you back despite being a superstar in your current role. Don’t think about progression from the perspective of why you deserve a promotion. Instead, apply some of these tips to improve your promotability. This way when opportunity does arise, you’ve got a better chance than you’d have on your job record alone.

Get out there. Be seen working side by side with higher levels or at least the “up and coming”. Cover your “buts”. And possibly most important, be likeable.

It really makes a difference.

Psychways is owned and produced by Talentlift, LLC.

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What if Psychology is Real?

Psychways | What if psychology is real?

“What if psychology is real?” This may seem like a rhetorical question, but I note many instances where folks act as though it isn’t. For the most part, they don’t even know it – but oftentimes they do.

Rational vs. Emotional Decision Making

Studies show that emotions are much more influential to decision making than people estimate. As such, I see many situations where individuals expect another to respond in a completely objective, rational manner. Science, and even common sense, tells us this is not the case. Without belaboring the obvious, this is why the concept of Emotional Intelligence gains credibility.

In fact, people do NOT make rational decisions most of the time. A quick read through other posts on this blog will reveal that biases, emotions and other non-rational factors weigh very heavily on decision making and behavior. To point, this is why psychology exists independent from computer science and artificial intelligence.

Basic Assessment – a typical example

As individuals we have at least two factors that obfuscate the accuracy of a basic self or other examination: bias and motivation.

Bias is the unconscious distortion of reality due to systematic errors of judgment. We can’t help being biased – sometimes even if we know about the very risk. Nevertheless, most of us fail to adequately recognize bias as a real factor when assessing others or ourselves.

As for motivation, most of us will alter our behavior when we know we are being watched. I have another blog coming specifically dedicated to this and will update this piece once it is ‘blogged out’. Simply put, if we know the results of a personal assessment will lead to a decision of interest to us, we will modify our behavior to enhance the likelihood of getting the results we want.

This is one of the reasons we favor supervisor assessments over ‘self-assessments’ when determining terms of employment. Individuals are neither accurate, nor motivated to be so, when valuable stakes are on the line.

So What?

What’s the big deal – we’re all psychologists in some way anyway, right?

May be. But how good are we – really?

“Basic principles of psychology affect world change.”

Psychological factors influence voting behavior, aggressive behavior, attitudes as well as stereotypes and a host of other factors that influence global affairs. For the biggest issues psychologists are typically employed to insure key factors are considered for the benefit of assessment and decision making not to mention world peace.

Bringing it home

What if YOU aren’t the most accurate and objective assessor of others? What if THEY aren’t motivated to present the cold, hard facts about themselves?

This is the reality, yet many decisions are made without any consideration of factors such as these. And they matter – a lot.

How crucial is it to manage talent – or yourself — wisely? How critical is it to make the best hiring decision, or personal selection decision?

Now: How often do you seek the service of a professional in work psychology to aid decisions about talent?

Psychology: It really makes a difference.

Psychways is owned and produced by Talentlift, LLC.

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3 (easy) office tips to enhance your influence

Managers share a cup of coffee. This simple act can enhance your influence.

Influence. In a word, it’s what the social world is really made of and a critical part of our everyday lives. What if you knew some decorative, office tips to enhance your influence without others even knowing what you’re doing? The work of psychology provides numerous examples of how you can improve your odds at influencing others. Here I provide a few tips to enhance your influence, specifically your likability.

Research has shown that people make extremely quick assessments of whether you are a “threat or a friend.” In fact, this happens BEFORE you are even consciously aware of the others’ true intent or character. This is the result of years of evolution, directly related to the “Fight or Flight” phenomenon. Before we’re even aware of what we’re confronting, we have a sense of “I’m OK”, or “I’m not OK”. Subconscious activity is faster than conscious activity.

What if there were some way to instill a particular thought in someone’s mind before you even say a word? Good news: There is!

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