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Are you really
promotion material?

Fill in this short survey to find out:

  • 1. Have you requested a promotion in the last year?
  • 2. Have you ever been rejected for a promotion?
  • 3. Have you ever been offered a promotion?
  • 4. Has a co-worker at the same level ever been promoted instead of you?
  • 5. Has there ever been a position you applied for and didn’t get?
  • 6. Are you hesitant about asking for a promotion for fear of your boss’s response?
  • 7. Have you ever left an organization because you were passed up for promotion there?
  • 8. Do you know if your work environment values you and your work?
  • 9. Do you think that you deserve a promotion?
  • 10. Do you promote your work and yourself at work?
Get your results directly to your email:
** Please answer all questions **

Why go-getters might NOT get promoted

This post is one in a 5-part series explaining how middle managers can determine their own career destiny. In my first post in this series, I introduced the danger of becoming too specialized and in my second one, I addressed the challenges facing Integrators (read my second post in this series to learn about the four management types). In this post, I’ll be focussing on Producers.

 

Many successful managers, early on in their corporate development career path, are recognized as Producers. Companies benefit from these quick-thinking, fast-acting talents that are true go-getters.

 

Producers hunger for challenges, which they take on with seemingly endless enthusiasm and energy. They dedicate themselves and their team to meeting these challenges day and night - never resting until completion. Nothing keeps Producers and their team from producing results. To maintain such high standards, Producers are involved in every bit and byte of their team’s projects, oftentimes providing real-time, hands-on guidance. Team members feel professionally supported and supervised down to the last kernel. As such, they are expected to give it their all to meet project goals.

 

Early on in their corporate development career path, Producers often boast a record of accomplishments that even rivals some of the company’s higher-ranking managers. Producers never seem to tire - and their teams are right behind them. So when an opening comes along for a mid-level go-getter, the Producers are the first in line - and the first to win.

 

And the beat goes on. As mid-level managers, Producers gain the power and wherewithal to identify and pursue even more ambitious goals, leading their teams to results the company had only dreamed of. And as time passes, Producers view their next promotion as their next critical goal.

 

But actions speak for themselves, right? With the track record of a Producer, that next promotion is just a matter of time. So if Producers keep their head to the grindstone, the promotion’s in the bag.

 

The big surprise is that the promotion never occurs. Yes, opportunities keep coming along, but it’s not the Producers who get them. Why?

 

Here’s the story.

 

While the Producers were hard at work tackling one goal after another - and of course perfecting their fight - they failed to develop some other essential qualities needed for more senior positions. For example, their drive to meet targets at all costs came at the expense of properly training and developing their teams. And their determination to deliver results quickly resulted in their turning a blind eye to important corporate policies. And by just concentrating on their goals, Producers end up gaining the reputation of being a “one-person show”. Who would want a “one-person show” as a senior manager? That’s right, no one.

 

So here’s what you should do if you’re a Producer:

 

Expand your horizons. No, I don’t mean take on more projects. What I do mean is try to develop the skills you’ve been neglecting over the years. For example, when was the last time you made sure you consulted with more than one or two members of your team? Or really sat down and thought about corporate strategy and how to improve it from a managerial perspective? And here’s the hardest one: have you ever just let your team carry out a project without your constant input?

 

Sure, these less familiar situations might be hard to digest, but they will help you become a more well-rounded manager - a manager worthy of achieving the coveted corner office.

 

So no resting on the laurels of your past achievements. It’s time to make it your primary goal to find out what competencies you need to develop and begin working on them now.

 

And always remember:

 

Great managers are made. Not born.


 

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