Problem
As a manager, you may face a challenging situation where a direct report expresses their desire for a promotion, but you believe they are not ready yet. Handling this delicately is critical to maintain motivation and continued personal growth.
Promise
By communicating openly, providing constructive feedback, and offering clear guidance for development, managers can successfully navigate conversations about promotions with direct reports who may not be ready, thus keeping them engaged and motivated for future opportunities.
Perspective
“As a manager, I can guide my direct report’s career development, even when they’re not ready for a promotion, by offering constructive feedback, clear development pathways, and continuous support.”
Précis
Communicating with a direct report who desires a promotion but isn’t ready for it is a delicate but crucial task. It requires open and empathetic communication, providing constructive feedback on areas for improvement, and setting a clear path for their career development. The conversation’s objective should not only clarify the reasons behind your decision but also reassure them about their value to the team and help them understand the necessary steps for future promotional opportunities.
Playbook
- Prepare for the conversation: Review the direct report’s performance, specific examples of their work, and areas needing improvement. Make sure your decision is based on performance and not personal feelings. For example, have their recent performance reviews and specific instances of their work on hand for reference.
- Have an open and honest conversation: Explain your decision with empathy and understanding. Assure them that their ambition is valued and this is part of their growth journey. For instance, say, “I appreciate your ambition and your desire to grow. I believe you have great potential, but there are some areas I believe you could develop further before taking the next step.”
- Provide specific and constructive feedback: Identify the areas they need to improve and provide examples of their performance in these areas. For instance, “I noticed during the X project, you had some difficulties with Y…”
- Set clear expectations: Clearly explain what you expect from them in their current role and what is required for a promotion. For example, “To be considered for a promotion, we would like to see more leadership skills, like X, Y, Z…”
- Offer a development plan: Provide them with a clear pathway for improvement and growth. Offer mentoring, training, or opportunities to gain the necessary skills. For instance, “I can help you develop these skills by offering you more opportunities to lead projects in our team.”
- Encourage and motivate: Assure them that not being ready for a promotion now doesn’t mean they won’t be in the future. Show appreciation for their work and encourage continued effort. For example, “I see your potential, and with a bit more time and experience in these areas, I believe you’ll be ready for the next step.”
- Follow up on the conversation: Keep the communication lines open. Check in on their progress and provide feedback on their improvement. For instance, during your regular 1:1s, review their development plan and discuss their progress.
Prompt
Can you share a time when you had to handle a situation where a direct report desired a promotion but wasn’t ready? How did you communicate your decision, and what was the outcome?