5 managers in 3 years. This is how you avoid starting over

 

1. Build a support system beyond your boss Your manager might champion you but they’re just one vote.   Start building strong relationships with: Your skip-level leader (they’re often involved in promotion approvals) Cross-functional stakeholders you collaborate with regularly Key decision-makers in your org who understand the value of your work   These are the people who will vouch for your impact if your manager disappears. And they’re much more likely to do it if you’ve already built the relationship before you need them.   Think of it as building “career insurance.”     2. Document everything — with a promotion tracker This isn’t just about writing things down. It’s about creating continuity.   Keep a Promotion Tracker that includes: A log of promotion conversations and development plans Your major accomplishments with clear business impact Progress on any expectations or criteria you’ve been asked to meet Feedback you’ve received from managers or collaborators   When change happens, this tracker becomes your living business case. You can easily bring a new manager up to speed — not just with your performance, but with the commitments that were already in motion.   Pro tip: Involve HR when appropriate. If your manager promised to advocate for your promotion, it helps to have someone else in the loop.   3. Don’t go quiet with a new manager This one trips people up the most.   You get a new manager and think, “Now’s not the time to talk about a promotion…” And while it’s true you can’t ask for one right away, you also shouldn’t hide your goals.   Here’s what to do instead: When you're onboarding your new manager, share your work history and priorities — and casually mention your career trajectory. Say something like: “I’ve been working on a promotion plan with my previous manager. Once you’re settled in, I’d love to bring you up to speed so we can keep making progress.”   This signals ambition, transparency, and maturity.   You’re not asking them to make a decision today — you’re showing them you have a direction.   4. Get feedback from more than one voice Let’s say your new manager barely knows you.   They weren’t there for your big project win. They didn’t see your leadership in crisis mode. They’re just… guessing.   Multi-rater feedback fills in the gaps.   Even if your company doesn’t do formal 360s, you can still gather perspective.   Here’s how to do it: Identify 2–3 cross-functional peers or previous managers. Reach out and say something like: “I’m working toward a VP-level role and would really value your input. Would you be open to sharing feedback on how I’ve been showing up and where I can grow?” Ask about collaboration, influence, communication, and executive presence.     This does two things: It helps your new manager see you through multiple lenses It plants seeds with future sponsors who might be in the room when decisions are made   If you’re serious about growth, you can’t let a new name on the org chart wipe away your progress.   Here’s the bottom line: When you build a resilient strategy, you don’t start over. You pick up where you left off — and keep moving forward.   Several of my clients used this strategy to earn promotions within 6 weeks and up to 6 months after a leadership change. You can do it too.

Your Next Steps If you’ve had multiple managers in the past few years — or you’re dealing with a new one right now — don’t wait to rebuild your momentum.   Here’s what to do this week: Start a promotion tracker: write down what’s been discussed, what you’ve delivered, and what’s next Make a list of 3 key relationships you want to strengthen across your org Book a quick sync with your new manager to share context and goals Ask one peer for feedback even one outside voice builds your case