3 promotion mistakes to stop immediately

Mistake #1: Blending in instead of standing out You’re in a high-demand, low-supply market. There are lots of competent, capable people doing great work. But promotions don’t go to the most capable. They go to the most visible.   You don’t need to be flashy. But you do need to be memorable. You need to make it easy for decision-makers to say, “Of course it’s you.”   Here’s what blending in looks like: You’re in every meeting. You’re delivering consistently. You’re helpful, collaborative, solid. But there’s nothing that makes someone stop and take notice.   Ask yourself: What’s my signature strength or point of view? What do I want to be known for? Am I showing up where it matters or staying quietly in the background? What are my unique intersections? (Think: industry + skill set, startup + enterprise, engineering + product, international experience + leadership.)   You don’t need to be radically original. You just need to show how your combination of strengths makes you different. That’s often where your standout story lives not in what you do, but in how only you do it.   Mistake #2: Lacking sponsors and social proof You can’t promote yourself. Someone else has to be willing to vouch for you.   If no one is: Quoting your name in rooms you’re not in Advocating for your readiness Publicly endorsing your impact...   Then you’re operating without the political capital required to move up. And here’s the kicker: even your manager’s support alone isn’t enough.   I’ve worked with clients who had stellar performance reviews and still got blocked because the VP two levels up had no idea who they were.   Here’s a simple way to start: List the 3–5 people whose opinion carries the most weight in promotion conversations.   Now ask: Do they know the value I bring? Have I made it easy for them to support me?   Still unsure how to build those relationships? Here’s a hint: Start by offering value, not asking for favors.   Visibility begins with curiosity, credibility, and connection, not self-promotion.   Mistake #3: Relying on technical excellence instead of executive skills You’ve mastered your craft. That’s the baseline. But at the executive level, success isn’t about how well you do the work.   It’s about how well you lead, influence, and scale results through others. And this is where so many high performers hit the wall.   They think “executive presence” is a mysterious charisma you either have or don’t. So they keep doubling down on delivery, thinking eventually, it’ll be enough.   It won’t.   The real shift happens when you start to: Set direction instead of waiting for it Navigate ambiguity without panic Influence across teams and up the org chart Build coalitions, not just workflows Speak with clarity and conviction, especially when the path isn’t clear   Here’s the good news: these are not traits. They’re skills. You can learn them. Practice them. Master them. And when you combine executive skills with your technical depth? You become the person they can’t afford to overlook.

How to move from Default-Decision-Maker

 

Early in my career, I thought my job as a leader was to have the answers. And I was good at it. Quick to solve. Always “on it.” Reliable.   But somewhere around managing a larger team, it stopped working. I became the bottleneck. My team stalled out, waiting for my take. And worse, they started second-guessing themselves because they’d learned to defer to me.   That’s when I realized: being the answer-giver made me feel helpful, but it was actually slowing us all down.   The real job of a strategic leader isn’t solving every problem. It’s knowing when to decide and when to hold space so others can.   The problem: You’re creating dependency, not growth   Many high-achieving leaders accidentally create a “decision funnel” that everything has to go through them. It starts with good intentions: speed, accuracy, supporting the team. But over time, it erodes trust, ownership, and strategic thinking.   If you’re the one always solving, your team stops stretching. If you weigh in too early, they stop thinking independently. And if you default to decisions under pressure, you miss chances to coach for long-term growth.

The fix: Create decision space Here’s how to move from default-decision-maker to leader-as-coach without losing control or slowing progress.   Step 1: Resist the urge to solve first When someone brings you a problem, pause. Instead of offering a solution, say: “Before I weigh in, walk me through how you’re thinking about this.”   This small shift creates room for reflection and helps you see their judgment in action. It also signals that your team is expected to think, not just ask.   Step 2: Define boundaries, not the answer You don’t have to give up control to give your team space. Just make the rules of the road clear. Try: “The non-negotiable here is X. Outside that, what’s your recommendation?”   This protects business priorities while giving your team room to own the path forward. They’ll feel trusted and grow faster because of it.   Step 3: Coach through the ambiguity, not around it In high-stakes or unclear situations, don’t default to taking over. Help your team process and problem-solve.   Ask: “What feels most unclear to you right now?” “Is this a ‘one-way door’ or can we revisit if we learn more?”   You’ll help them get unstuck without removing their agency and they’ll start leaning on their own thinking instead of yours. Use the Coaching Script Bank to stay in coach mode   Here are three powerful one-liners to keep you from defaulting to answers: “What are the tradeoffs you're considering here?” “If you had to make the call right now, what would you do and why?” “What's one small step we can take to learn more before deciding?”   Keep these in your back pocket. Use them in 1:1s, team meetings, even Slack threads. You’ll be surprised how often people already have the answer, they just need space to say it out loud.   When should you step in and decide? Not every moment is a coaching opportunity. As a leader, part of your job is to protect the business from unnecessary risk and keep things moving. Step in when: The decision has major, irreversible consequences (“one-way door”) There’s clear urgency or time pressure The team is spinning without progress or missing key context   But make it intentional. Step in to unblock, not to control. And when you do make the call, be clear about why, so your team can learn from your reasoning, not just your answer.   What if your manager is the bottleneck? Sometimes it’s not you that’s stuck in the decision funnel, it’s your manager who keeps pulling everything through their hands. If you want more space to lead, you’ll need to ask for it strategically.   Use the Decision Ladder to spark that conversation:

Ask: “Where do you want me on this ladder for these kinds of decisions?” or “To move faster, what can I fully own, and where should I check in with you?”   Freedom in leadership rarely comes from waiting. It comes from asking well and proving you’re ready.

Your Next Steps This week, notice how often you jump in with an answer. Pick one moment to pause and ask instead: “Before I weigh in, how are you thinking about this?”

How to win the second half of 2025

1. Hit the Reset Button Whatever happened between January and now - let it go.   Maybe you didn't get the promotion. Maybe you've been stuck in execution mode. Maybe your career goals got buried under a mountain of meetings.   This is your moment to pause and realign - not to check out, but to consciously choose what to pursue next.   Here's how to do it: Audit your goals. What did you set out to achieve this year? Is it still relevant? Has anything shifted in your priorities, role, or company strategy? Recommit - or reimagine. Choose one core objective that still excites you. Something that would make you proud if you moved the needle on it by September. Simplify your path. Cut the noise. Identify 2 - 3 actions that would directly move you toward that goal. Less is more here - it's not about doing everything, it's about doing the right things.   Summer offers a rare pause - not just to reflect, but to course correct. Give yourself permission to reset without guilt.   2. Reposition How You're Perceived Executive roles don't go to those who wait their turn. They go to the people who are already operating at the next level - and are seen that way.   Summer is the perfect time to shift perception, because fewer meetings = more space to show up differently. And people actually notice small changes when the noise dies down.   Start with this: How do people talk about you when you're not in the room?   Now ask: How do you want them to talk about you by Q4? If there's a gap - fix it on purpose.   Here's how: Refine your narrative. Start documenting your impact with clear business outcomes. Instead of "led a project," say "streamlined onboarding, saving 40 hours a month across three teams." Shift your inputs. Prepare 2 - 3 insight-driven points for every meeting. Move from "reporting progress" to "guiding strategy." Choose a perception project. Volunteer for a small, visible initiative that lets you stretch into a more strategic or cross-functional role - even if informally.   And don't forget: your executive presence isn't just how you talk - it's what you choose to talk about. Use summer to reframe your value so others see your potential more clearly.   3. Take Advantage of Light Calendars This is the move most people skip - and it's the one that separates the performers from the power players.   Right now, senior leaders are more available. Calendars are lighter. The usual meeting chaos is on pause.   This is the perfect time to build relationships that will pay off in Q4.   Here's how to take action: Schedule career check-ins. Reach out to 2 - 3 key stakeholders or mentors and ask for a 20-minute summer sync. Keep it light: share what you're working on, ask how you can support them, and float one strategic idea you're thinking about. Strengthen weak ties. Who have you lost touch with this year? Send a quick note with a relevant article, a compliment on something they shared, or a small win you thought they'd appreciate. Reconnection doesn't have to be awkward - it just has to be intentional. Use visibility touch points. If you've been working on something meaningful, don't wait for a formal review. Send a short "quick update" email to your manager or skip-level leader showing the result and the impact.   People don't promote strangers. And by the time performance reviews kick in, it's already too late to start building trust. Use the quiet to build familiarity now.