James needed to achieve the senior VP or CTO degree, however suggestions was clear: He was considered as a working supervisor, not a pacesetter of leaders. His identification because the professional bought him solely to this point. Now it was the very factor limiting his development.
James was a acknowledged professional at his medical tech agency: one in every of its first workers and instrumental in constructing its core software program platform. Over 16 years, his deep experience and calm problem-solving abilities earned him the function of vice chairman of know-how. Identified for his composure in disaster and keenness for studying, James was admired for his reliability, humility, and skill to “sit with messy issues” till actual options emerged.
He all the time “confirmed up” and may very well be counted on to repair what was damaged. However this actual repute was starting to carry him again. As a result of he was so competent and fast to step in, James stayed within the weeds, fixing points moderately than shaping future imaginative and prescient. Regardless of his VP title, his function remained execution-heavy.
James’s story is a well-recognized one. Excessive-performing workers are often burdened with extra work with out corresponding recognition or development alternatives, which is also referred to as a “quiet promotion.”
I’ve seen it with a lot of my purchasers. Being too good at your job can lure you in it—a lot in order that you find yourself asking the identical irritating query: “If I’m so good at my job, why am I not getting promoted?”
Listed below are 4 methods to rebrand your self from reliable doer to strategic chief:
THE SHIFT FROM EXPERTISE TO INFLUENCE
The shift begins with delegation. A few years in the past, my boss gave me a chance to current to the corporate’s management staff. When the CEO and management staff requested questions I couldn’t reply, my boss didn’t soar in to avoid wasting me as many would. Later, I discovered that she had knowledgeable them that I used to be on a stretch task and she or he could be sitting in as an observer. This can be a inventive instance of delegating a low-stakes job. Oftentimes, individuals make high-impact errors as a result of leaders delegate when the stakes are too excessive. So, the important thing to breaking this cycle is to start out delegating with low-stakes duties.
As an alternative of being the one fixing each downside, begin empowering others to take possession, and resist the urge to leap in and sort things once they battle. Make investments time in setting course, shaping technique, and influencing outcomes. When colleagues come to you for solutions, redirect them: “That is one thing my direct report now handles. I’ll join you.” It’s necessary that you’re not the one one with the solutions; you’re constructing a staff that owns the solutions. That’s what leaders do.
AVOID THE “HIDDEN GEM” TRAP
Many “hidden gems” are shiny, diligent, and high-performing leaders. They’re continuously a management staff’s go-to downside solver. They ship constantly, but might watch less-competent colleagues get promoted. Avoiding self-promotion for concern they may come throughout as “braggy,” they consider their arduous work and outcomes ought to converse for themselves. Sadly, these efforts typically don’t get seen as a result of their boss is simply too busy to attach the dots. Doing glorious work isn’t sufficient if nobody sees or understands its strategic impression.
Proactively align and advocate your work outcomes to firm objectives and speak about impression in strategic phrases. Say issues like “This initiative helps us cut back danger in X,” or “This helps the CEO’s Q3 precedence on buyer retention.” This strategy positions you as a pacesetter who’s seen and worthwhile, making it much less about you particularly and extra about linking your efforts to how they assist the group.
ADVOCATE FOR YOURSELF
I coach many high-performing leaders who’re sensible at mentoring others, cheering on friends, and celebrating staff wins. Nevertheless, they hardly ever apply that very same vitality to their very own development.
For those who’d write a glowing electronic mail to advocate a mentee for a challenge, write one for your self. For those who’d encourage somebody to take a stretch function, say sure to your individual. Schedule check-ins to speak about your progress, not simply your deliverables. Consider self-advocacy not as a efficiency, however as a accountability. Your future staff wants a seat on the desk, and you may’t safe it by staying silent.
Converse in Future Tense
Right here’s a refined however highly effective shift: Cease speaking solely about what you’ve accomplished, and begin speaking about what you’re constructing.
Many professionals unintentionally model themselves as “dependable and regular,” however not as “revolutionary, visionary, or future-ready.” As organizations endure immense stress to develop, adapt, or change attributable to financial or aggressive pressures, how are you serving to establish and navigate these challenges?
Shift your language from past-tense accomplishments to future-focused initiatives. As an alternative of “I’ve all the time accomplished X,” say “I’m at present targeted on rising {our capability} in Y,” or “I’m exploring methods to assist our staff do Z extra effectively.” This frames you as somebody evolving and aligned with what’s subsequent, and reveals that you just’re not simply happy with what you’ve accomplished however you’re additionally taking note of what’s subsequent. That’s the sort of mindset that makes you promotable.
It’s necessary to do not forget that rebranding your self at work doesn’t occur in a single day. It takes intentional effort to cease being seen as the one that all the time comes by means of and begin being seen as the one that creates the situations for others to return by means of. You don’t get promoted for being dependable. You get promoted for being visionary, influential, and growth-minded.
So ask your self: How am I instructing others to see me? And, extra importantly: Who am I changing into subsequent?
