Just because you’re serving your company well doesn’t mean they’ll promote you.

Think about it.

How many times have you heard…

“He’s too valuable to lose.”

“If she left, we’d really be in trouble.”

If that’s you they’re talking about and there’s no succession plan in place, you’re in for a rude awakening here.

The better you do your job, the less likely you are to get promoted!

So, how do you fix this?

Talk to Your Boss. Be clear on what you’re doing to meet and exceed standards and how you’ll continue on that trajectory. That said, you have goals and objectives too. Share what they are and develop a growth plan together. After all, you’re helping your boss by being a top performer. Shouldn’t there be quid pro quo?

Make Your Case. Document, document, document. You cannot assume anyone else (your boss included) is going to keep track of your progress, achievements and over-delivery. Consistently build (and communicate) your case.

If Need Be, Take it to the Street. Look, we’ve been around the block a time or two. You may do all this and still not get promoted. That’s when you take everything you’ve documented out to the market. There are other companies in dire need of top performers. If you’re boss and/or company won’t reward you, someone else will.

Want more help getting better interviews and bigger offers? The ones you DESERVE? Check out our Job Search Accelerator, which has helped 14,000+ clients do just that!

Like this episode? Please share it! We can keep the blog and videos both ad-free and sponsor-free ONLY because you share our work! Please share, like or subscribe to our Facebook Page and YouTube Channel too.


Olivia Gamber: All right, guys. We’re back and excited today to share the top 3 barriers, or really beliefs, that we think we’ve seen in top performers that hold them back. Actually, I’ve gone ahead and come up with the top 3 that I’ve seen just by working with clients and everything that holds them back from taking action, and Kevin has no idea of what I’ve come up with, so we’re going to just get you-

Kevin Kermes: I’m in the hot seat.

Olivia Gamber: Kevin’s going to be reacting to each of these top 3 and just saying just a little bit more context why does that happen.

The first one is they believe that working hard or just performing really well at their job is enough to get promoted. Kevin, what do you think?

Kevin Kermes: I’m not a conspiracy theorist, but my first reaction to that is that that is a statement that works for the organization and kind of keeps you in check and in line with what their system is, which doesn’t necessarily serve you always. Really quickly, you think about what’s important in terms of the role that you’re currently in, and it’s meeting or exceeding standards, I would say, that are most important or the most important thing for the person that you work for. Once you have done that, you can either leverage that inside the organization or move it outside the organization, whereas the organization doesn’t necessarily need you, and this may seem counter-intuitive, but I don’t believe the organization necessarily needs you to be a super-high achiever, or to a certain point doesn’t, because there needs to be … It’s almost like asymmetrical warfare. They need to keep you in check in order for there to be kind of a balance to control you in the role you’re in and believe that, somehow or other, you need that more than they need you. Does that make sense?

Olivia Gamber: No, absolutely. You know, when I think about this one, I always think about if I were a manager, and I’m going to be completely candid. If somebody comes to me and really wants a gold star for doing their job and doing it well, I’m just … In the back of my mind, I have to be honest, I’m thinking, “Well, that’s kind of why you were hired.”

Kevin Kermes: Right.

Olivia Gamber: That means I actually did a good hire, here. That doesn’t mean that you get anything special just for doing your job. That’s just the ticket for entry, the way I see it.

Kevin Kermes: You’re exactly right. To get a pat on the back for meeting the standard, even leveling up the standard, I’m with you. If I think about high-performance, to me that’s a first line indicator that you’re not necessarily looking at this the way that I think a high performer would look at it.

Olivia Gamber: Exactly. Exactly. Okay, we’ll get into that a little more strategically and tactical in the next video, but first I want to go over number 2.