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.