So you took my advice from last week, and you actually reached out for a 1:1 conversation with your skip-level manager. First of all, I want to say well done because so many of us read newsletters, watch motivational videos, or read podcasts but do not apply what we’ve learned. I’m guilty as well, but this year is all about application and action.
Please reread last week’s newsletter where I go into detail about what to say during at your promotion conversation.
This week, I want to focus on what to do after you have a promotion conversation.
Let’s assume that the senior leader gave you some feedback or said that they would support your promotion aspiration. That’s great, but what’s next? What exactly should you do with that information?
Keep reading because I’m going to do what no one else does: hand you a promotion roadmap. Without one, it’s easy to misread signals, wait too long, or execute in the wrong direction.
Step 1: Reflect on your conversation and diagnose the response.
Here are a few questions to ask yourself:
Was the feedback specific and actionable? — Pro tip is to make sure you’re going into the conversation and asking for specific advise.
(“Lead X initiative,” “expand into Y scope,” “build visibility with Z group”)Or was it vague?
(“Keep doing what you’re doing,” “you’re on the right track”)What did their body language signal?
Positive, receptive and engaged?
Hesitant or non-committal?
Surprised by your ask?
How should you interpret two varying responses (A vs. B. below):
A. Clear, actionable feedback + explicit support → Move immediately
Senior leaders are usually looking for 1–2 gaps to close before they feel confident promoting you. Many times, they are also looking for you to exhibit certain behaviors and traits as well.
1. Take the feedback you received and ask:
Is this about scope? (owning bigger, more complex work)
Is this about visibility? (who sees and trusts my work)
Is this about leadership? (influencing, not just executing)
What behaviors are they asking me to exhibit (ownership mindset, commercial thinking, proactive risk management)
For you to act in the right direction: distill their feedback into clear actions such as: “In order to get promoted, I need to demonstrate X and Y consistently.”
2. Define what “proof” looks like. Think:
What would success look like in 60–90 days?
What metrics or outcomes would signal I’m operating at the next level? For example:
Leading a cross-functional initiative end-to-end
Owning a revenue-generating or cost-saving outcome
Presenting directly to senior leadership
Delivering on a project scope beyond your current role
3. Make your execution visible.
You can do everything right and still not get promoted if the right people don’t see it.
The key is to understand what visibility looks like in your organization and promote your impact in the rooms that matter (rooms may look like team meetings where senior leaders are present, team events, client meetings etc.)
Promoting your impact and being visible may look like:
Sending concise updates on key initiatives
Highlighting outcomes (not just activity) and presenting potential risks the team should be aware of
Sharing wins in forums where leadership is present
Looping your skip-level manager in at key moments
4. Re-engage your sponsor with progress and create a promotion checkpoint.
Follow up intentionally: “Based on your feedback, I focused on X and Y. Here’s what I’ve been able to drive…”
Build accountability and a timeline by asking them:
“How does this track relative to what you’d expect at the next level?” / “What gaps should I continue to close?”
“Would it make sense to revisit this in [specific timeframe] to assess readiness for the next role?”
Now you have a timeline and specific objectives to work towards which will keep you and the senior leader accountable.
B. Vague feedback + soft or forced support → Proceed with caution
This sounds like:
“You’re doing great, just keep going”
“Let’s revisit this next cycle”
“I’m not sure there’s a path for that role…”
“Let me discuss that with HR”
Months or even years go by and nothing changes. I’ve see a lot of people stay at a job too long because of these type of responses. It can be incredibly demoralizing, and also leads to really talented people feeling frustrated and stuck.
So I’ll say it directly: If you feel like you’re being stonewalled at your current organization, you probably are.
At this point, you should be thinking strategically about your next move, not waiting indefinitely for internal validation.
In next week’s letter, I’ll break down how to position yourself externally for your next move.
Let me know: have you ever asked for a promotion? If so, what happened? Did you get any feedback or do you feel like you’re being stonewalled?
Also, if you have any topics you’d like to me write about or questions, please reply to this email. It comes directly to my inbox and I promise to read and respond to every comment or question.
You can also email me at [email protected]
If you need more tailored guidance on how to approach the conversation, I’m here to help you craft exactly what to say.
OR
If you’re unsure how to interpret the signals and feedback you received, then l will help you create clear and actionable promotion plan.
With intention,
Oyin Bayode
Bonus Resource
Attending a networking event soon and unsure what to say?
The Networking Playbook includes:
Scripts for real-life conversations
Follow-up messages that actually get responses
Common mistakes to avoid
Access it here: A High-Performer’s Networking Playbook