Riley thought they were on a path to promotion…

Below is a fictional scenario based on real-life events.

“Finally. Nailed it,” Riley thought. “Presenting this award-winning case study will get me promoted.”

A few minutes prior, Riley delivered a successful case study presentation at an all-company meeting. Riley’s team had great results to share, and Riley was in charge, so it only made sense for Riley to deliver the presentation.

Riley has been eyeing a promotion at ACME Corporation for months. They’ve worked long and hard to earn that promotion, and finally, this presentation would receive the visibility needed to get past the finish line.

One problem: while there were 10 people on the team, Riley was the only one who spoke. And Riley’s manager, Parker, didn’t like how that looked.

A few days later, Riley and Parker met. Riley thought for sure they’d be receiving praise for their work and the presentation.

“Look, Riley. I know you want to get promoted. But you spoke for the entire time during that presentation and didn’t let anyone on your team speak,” Parker said.

“Isn’t…that what I’m supposed to do?” Riley responded in a confused tone.

“No. Let them speak on your behalf. Your team’s success is your success. Stop being the center of attention, and you’ll be surprised how much you will be viewed as a leader.” Parker said.

The three-minute discussion was short and respectful, but in those three minutes, Riley learned more about leadership than any time before.

While the conversation was initially perceived as disappointing and confusing, later that night as Riley reflected, they appreciated Parker’s direct feedback.

You may have experienced a culture that rewards leaders for being the only one who speaks on behalf of their team so they can take all the credit. This type of culture may even be the fabric of how your organization operates. But as Riley learned, and I have learned, it’s not an ideal approach.

As a leader, your role should be to set your team up to succeed, and then give them the chance to communicate the glory.

The first step for Riley is to take the initiative and tell Parker they are preparing a path to promotion plan, clear with key milestones for success over the next 90 days.

This plan is no more than 1-2 pages and should include:

• Clear goals that should be achieved before they are considered for promotion.

• An understanding of responsibilities that should be prioritized or deprioritized.

• Conversations with Riley’s team to acknowledge the team’s role, or lack thereof, during the staff meeting, what Riley learned, and adjustments they are making as a result.

• At least three people to connect with, professional development materials to consume, or events they should attend to learn more about the skills required at the next level.

• Opportunities for Parker and Parker’s peers to connect with Riley’s team for 1:1 conversations (some call these meetings “skip levels.”).

• Immediate next steps once a promotion is given. Often, we overlook this step, and can lead to confusion down the road. I often share with teams that once someone is promoted, they should be (re)onboarded and treated as if they are a new employee.

This plan is not:

• A binding contract promising Riley they will get promoted if they complete the necessary steps.

• To be shared beyond Riley and Parker, unless they agree it should be shared with select influential decision makers.

• Meant to give permission to focus solely on being promoted as quickly as possible at the expense of your team and their well-being.

And now for your MollyMoh update! Molly is basking in the sun as we live out the last few weeks of the summer!