Be an active partner in solving their career success — not a gatekeeper.
In many work environments, promotions serve as one of the few indicators of career success and advancement. But promotions have a long feedback loop. They often take years to happen, which means they mask the growth happening across the months and years before a promotion is conferred. Promotions are also not entirely under an employee’s or their manager’s control. Sometimes a higher scope of work is not available, or leadership roles are limited in number.
When talented employees feel demoralized by slow upward advancement, managers need to develop interim strategies to help these employees get their underlying needs met. Then start digging into what a promotion actually means to them. It could be some combination of the following, or something completely different:A greater scope of influence within the department or organizationAn opportunity to manage direct reportsBy narrowing down what the promotion signifies or enables for a given employee, managers can then scan for opportunities that could lead to uniquely meaningful work experiences.
As a final example, maybe becoming a people manager is important to your employee. Consider whether you can appoint the employee as an informal lead of the team before they are officially promoted to a people manager. Are there opportunities to give them increased exposure to managerial activities, like leading hiring for the team or coaching more junior employees?
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