Executive Promotion Pathways

I got to Amazon VP after 2 promotions by managing up well. My managers fought for my promotions. You get "fight for you" manager support by building a partnership and meeting 3 criteria that get your manager to put their reputation and energy into helping you: 1) Good work performance 2) People they trust 3) They "like" you Good performance means that you do excellent work and are reliable. This is work that makes their jobs easier. Note, however, that good work alone is not enough. You need the other two factors, which is why the smartest person or the hardest worker is not always the one to move up. Some people call the other two factors politics or favoritism. I disagree. They are part of overall performance, which is more than just "the work." Factor 2, trust, means that your manager can count on you in several key ways: a) You will deliver/get the work done b) You will make good/safe decisions when they are not around c) You know when to ask them before acting / you will not surprise them with disasters or bad news d) You will help them look good / avoid having them look bad. Looking bad is emotionally painful, so if people think you will embarrass them they will not promote you Good managers generally aren’t "shallow" or overly worried about their reputations, but no one likes to worry or be embarrassed. So, these things matter. The 3rd factor, them "liking" you, does not mean that you are best friends or that you suck up to them. It does mean you are easy to get along with and not painful to be around. You can disagree, but do not routinely argue or criticize. You can suggest different plans, but be open to taking orders when they are set on their plan. When a manager knows you do good work, trusts you, and likes you, they will fight to help you. They will do this both out of self-interest (you are an asset to them) and because they have a personal relationship with you. One of my top courses is "Managing Up." In the course, I go in-depth on how to have good relationships with all the types of leaders above you: Your manager, your skip level, and your manager and skip's peers. Today, I have some good news about this course. We've recently partnered with Rahul Pandey and Taro (YC S22) to offer the course for free to all Taro Premium members. Taro is an engineer-focused content and community platform that focuses on quality, actionable advice. You can think of it as a career mentor. https://buff.ly/3R5RqQC If you would like to access my course as a part of a thriving career community that is full of other resources, check out Taro. Readers: How have you formed great relationships where you helped your managers (more than just "doing your job"), and then they helped you?

I was promoted 3x in five years at Microsoft. That led to ~$200k+ of additional comp. Here are 6 principles I used to make it happen: First, some context: Promotions at Microsoft happen in two ways: 1. Internal level bumps 2. Traditional role changes Two of my promotions were level bumps and one was a role change. All three came with increased responsibility and compensation. On to the principles. 1/ Get Clear On Where You're Going I spent my first six months figuring out exactly where I wanted to go. That way I could quadruple down on my goal. The relationships I built and projects I took on all happened with that goal in mind. Compounding applies to careers too. 2/ Be Vocal About Your Goals! I told everyone about my plan: "I want to be a Director of Partner Development." I brought it up in my 1:1s. In my performance reviews. And in convos with colleagues. People can't help you if they don't know your goals. 3/ Build Up Your Social Capital I identified people who could impact my ability to get promoted. I'd talk to them about their challenges and goals. Then I'd work to help solve that problem or support their initiatives. When you show up for others, they show up for you. 4/ Create A Specific Plan With Management Every quarter, I'd ask my manager 3 questions: 1. What skill gaps do I need to fill to get this promo? 2. What results do you need to see as evidence? 3. What projects can I join / start to get those results? Then I'd get started. 5/ Overdeliver On Value And Results I consistently came in over quota. I helped my teammates level up. I helped colleagues on other teams solve problems. Asking for a raise is a lot easier when you generate 10-100x+ what you're asking for. 6/ Ask For The Promotion Finally, make the ask! When the job becomes available, let everyone know two things: 1. You want it. 2. How they can help you (putting in a good word, etc.) Too many people don't get promos simply because they don't ask or ask at the wrong time.

If you want to get promoted this year, read this: Most people wait for the title to start leading. They want permission and a promotion. The top 1% know better. They know most companies don’t like risk. And the best way to make your promotion low risk? Show them you can do the job... BEFORE they give it to you. Here’s the uncomfortable truth about getting promoted: Your company isn’t promoting potential. Hope is not a qualification. They’re promoting performance. The performance they’ve already seen. While most people focus on doing their job well, Future leaders focus on something completely different: JUDGMENT | Start Acting Like an Owner • Own outcomes, not just tasks • Make decisions as if the company’s success depends on you • Solve problems before you’re asked RELIABILITY | Make Your Manager’s Job Easier • Anticipate needs before they ask • Keep every commitment or escalate early • Deliver work with recommendations, not just reports LEADERSHIP | Develop People Around You • Share knowledge freely • Help new team members succeed faster • Document your work so others can build on it CREDIBILITY | Communicate with Clarity • Write things down—documentation builds trust • Follow up with clear next steps • Use active listening to show you understand PERSPECTIVE | Think Beyond Your Role • Connect your work to bigger goals • Offer ideas that benefit the whole team • Ask questions about the larger business context GROWTH | Give and Receive Feedback Well • Give constructive input to peers • Actively seek feedback on your own performance • Handle criticism without getting defensive SYSTEMS | Solve Problems at the Root • Ask “why” until you find the real cause • Address causes, not just symptoms • Build solutions that prevent problems from coming back IMPACT | Deliver Meaningful Results • Focus on work that moves the needle • Track and share your impact • Make your value visible to decision-makers AI | Stand Out with New Skills • Learn and use AI tools to boost your productivity • Automate routine work and teach others what you learn • Become the go-to resource for new technology The promotion paradox: Companies promote based on performance, not potential. But most people perform at their current level, not the next one. The breakthrough insight: Start doing the work before you get the job. The title will follow the behavior, not the other way around. What skill helped you get promoted recently? Drop it in the comments if I missed one. And before you go... ♻️ Share to help others earn their next promotion 🔖 Save this so you can check back on your progress 🔔 Follow Dave Kline for more leadership insights

5 Subtle Signs You're Becoming Irreplaceable at Work 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝗔𝗻𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗶𝗼𝗻 𝗪𝗵𝗮𝘁: You identify and address challenges before they manifest, preventing crises rather than simply resolving them.  𝗪𝗵𝘆: This demonstrates rare strategic foresight and proactive leadership that organizations desperately need.  ✅ Center for Creative Leadership research found anticipatory problem-solving is the strongest predictor of executive promotion (r=0.76), outweighing both technical expertise and communication skills. 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 𝗧𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗶𝗼𝗻 𝗪𝗵𝗮𝘁: You effortlessly translate concepts between departments, functions, and organizational levels.  𝗪𝗵𝘆: This bridges critical communication gaps that typically slow progress and create misalignment.  ✅ MIT Technology Review studies show "organizational translators" receive 36% more cross-functional opportunities and are 52% more likely to be identified for leadership tracks. 𝗖𝗼𝗺𝗽𝗹𝗲𝘅𝗶𝘁𝘆 𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗼𝗻 𝗪𝗵𝗮𝘁: You simplify complicated challenges without oversimplification, making the seemingly impossible actionable.  𝗪𝗵𝘆: This rare ability transforms overwhelming obstacles into manageable team processes.  ✅ Harvard Business School research found 76% of senior executives cite this as the most valuable skill, with impact averaging 3.4x compensation for professionals who demonstrate it. 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗩𝗲𝗹𝗼𝗰𝗶𝘁𝘆 𝗪𝗵𝗮𝘁: You make quality decisions quickly without excessive consultation or analysis paralysis. 𝗪𝗵𝘆: This maintains momentum and prevents the organizational drag caused by decision bottlenecks.  ✅ McKinsey & Company research shows organizations with fast decision-making outperform peers by 2.5x in profitability, with individual decision velocity strongly correlating (r=0.67) with promotion rates. 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗪𝗵𝗮𝘁: You actively manage team energy, motivation, and morale beyond simple task completion.  𝗪𝗵𝘆: This creates psychological safety and sustainable performance, impossible with purely task-focused leadership.  ✅ Journal of Applied Psychological Research JAPR studies reveal that emotional leadership accounts for 25-30% of performance variance between similar teams, with emotionally skilled leaders experiencing 44% lower turnover. Coaching can help; let's chat.  Follow Joshua Miller ➖  𝗟𝗶𝗸𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗿𝗲𝗮𝗱 𝗯𝘂𝘁 𝘄𝗮𝗻𝘁 𝗺𝗼𝗿𝗲? 🚀 Download Your Free E-Book:  “𝟮𝟬 𝗦𝗺𝗮𝗹𝗹 𝗦𝗵𝗶𝗳𝘁𝘀 𝗧𝗵𝗮𝘁 𝗟𝗲𝗮𝗱 𝘁𝗼 𝗕𝗶𝗴 𝗟𝗶𝗳𝗲 𝗖𝗵𝗮𝗻𝗴𝗲𝘀” ↳ https://rb.gy/37y9vi

Many professionals think becoming a Vice President is a reward for being the hardest worker or best performer. It isn’t, VP promotions are trust decisions. Leadership is asking one question: Can this person think at the enterprise level without supervision? To make that shift, four things need to change. 1️⃣ Manage tradeoffs, not just projects Directors report progress, but VPs decide where resources go, what risks to take, and what priorities matter most. Instead of giving updates, bring options and the tradeoffs behind them. 2️⃣ Own business outcomes Directors manage functions, but VPs own outcomes like revenue, margin, risk, and market positioning. Your language should move from team delivery to business impact. 3️⃣ Behave like a VP peer Executives watch how you handle pressure. Can you hold tension without escalating? Disagree without becoming defensive or absorb pressure without transmitting panic? That’s what signals you belong at the table. 4️⃣ Get strategic exposure Visibility isn’t about ego; it’s about being in the rooms where strategy and risk decisions are debated. Because those conversations define who gets trusted next. Here’s the real truth: People aren’t promoted because they’re ready. They’re promoted because leadership already believes they operate with VP-level risk tolerance. Directors optimize performance, VPs absorb risk. Comment ELITE for my newsletter where I break down the corporate dynamics most professionals learn years too late 📩 #leadership #careeradvice #corporatelife #careerstrategy #executiveleadership

Before becoming a VP of HR, I was a Talent Acquisition leader responsible for hiring executives. I've hired hundreds of them and patterns don’t lie. The most shocking pattern I noticed? The candidates with the most impressive resumes often lost to people who could tell a better story about their impact. After 15 years watching this play out, here's what no one tells you: (I wasted time and money getting a Masters degree just to figure this out 😅) -Your ability to influence without authority matters more than your title -How you communicate difficult messages impacts your trajectory more than your degrees -Your emotional intelligence drives more opportunities than your technical skills -Strategic storytelling opens more doors than perfect credentials (Yes, these are all important) Want to know why most talented professionals never reach the executive level? They spend 80% of their time building hard skills when executives spend 80% of their time using soft skills. This is why some "less qualified" professionals get promoted faster: They master the art of executive presence early. They develop their communication daily. They focus on influence over authority. I learned this the hard way climbing from recruiter to VP of HR. Now I teach other women how to skip MY 10-year learning curve. Stop focusing only on what you know. Start mastering how you communicate it. —- Hi! I'm April. I help high-achieving women leaders and experienced individual contributors build executive-level influence and communication skills to break through to executive roles. Executive Material group coaching program launching in January 2025 🚀

The skills that make someone an exceptional individual contributor often become limitations in senior leadership. Consider Sarah (composite of many real examples): - Crushes every metric - Works longest hours - Knows every answer - Solves every problem personally - Team depends on her for everything Passed over for VP multiple times. Here's the pattern I've observed: High Performers Often: - Execute personally - Protect their expertise - Measure effort - Create dependency - Focus on tasks High Leaders Typically: - Execute through others - Share knowledge freely - Measure outcomes - Create capability - Focus on people The coaching insight we shared that changed everything for Sarah's trajectory: "What if you stopped being the best player and started being the coach?" Her shift over 6 months: - Delegated strategically - Developed team capabilities - Led cross-functional initiatives - Focused on multiplying impact The result: Finally promoted to VP. This is much easier said, than done. While the specific actions are easy. Internal beliefs, patterns, habits, routine and skills are much harder to change. A step-by-step approach with proactive coaching every step of the way, Made this change possible. The uncomfortable truth I share with clients: If you're the hardest worker on your team, you might not be ready for executive leadership. Leaders create capacity. They don't just consume it. What's your experience with this transition? #Leadership #ExecutiveDevelopment #ManagementInsights #CareerGrowth

I’ve coached hundreds of Directors on the path to VP. And I can tell you this with absolute certainty: It’s never just hard work. When someone comes to me stuck at Director, they usually think they need one more big win, more time, or a bigger scope. But that’s almost never the real issue. Here’s what actually holds Directors back from becoming VPs: 1. They’re still operating with a manager identity You can want the VP title, but if you still show up as: The executor Problem-solver Doer You’ll keep getting seen that way. → VPs are not chosen just for delivery. They’re chosen for leadership at scale. 2. They like the praise that comes with being reliable Saying yes feels valuable. Being the go-to feels important. Being busy feels productive. But the people who move up? → They know how to stop proving value through volume. 3. They haven’t built meaningful sponsorship A supportive manager is not enough. Strong performance is not enough. VP promotions are high-trust decisions. → Sponsors do what great work alone cannot: they pull for you in the rooms that matter. 4. They’re still letting their work speak for itself At Director level, silence is expensive. If leadership cannot see your impact, judgment, and influence, they will fill in the blanks for you. → Usually with “strong operator, not quite VP yet.” 5. They haven’t convinced themselves they’re ready If you’re still waiting for permission, it shows. In how you speak. In how you position your ideas. In how much authority you bring into the room. → Leadership can feel hesitation. Why should they trust you if you don’t trust yourself? The gap between Director and VP is not just tactical. → It’s identity. → It’s visibility. → It’s sponsorship. → It’s self-trust. And until you address that? More hard work won’t save you.

Aspiring leaders... If you wanted to get promoted to that next role Whether that is from Rep to Manager. Manager to Director. Director to VP. It. Starts. Now. Too often I talk to people that want to get to that next level and I'll ask a very simple question. 'What have you done to prepare yourself for that role?' I'll often get answers like. 'I've been crushing my number' or 'I've been a rep/manager for X years and it's time for that next step' or 'I've listened to a couple podcasts...' These are the wrong answers ya'll. By the time you get that promotion you should laready have been doing some of the things that next role should intail. If you want to be a manager, you should already have been making those around you better, setting up practice/prep sessions, etc. If you want to be a director, you already should have been taking on ownership accross the rog, creating systems, solving org wide problems, making/developing other leaders. If you want to be a VP, you already should have been helping craft strategies and systems. Ask to get involved in these things. Ask for the additional responsibility before you even have the title. That way when you are promoted, one it's just a no brainer and two you're actually READY. But also... you should be developing yourself. What sales leadership books have you read? (my 3 recs are always Sales Manager Survival Guide, Cracking the Sales Management code and Radical Candor) What courses have you taken? - That's what Sales Leadership Accelerator is all about. But you can also get courses through Pavilion or Pclub or Sales Assembly. What mentors are you working with? Hopefully my point is clear here. If you want to get to that next level, start learning the things it takes NOW to perform at that next role. Don't wait until you're already in it. Also don't wait for people to just give it to you. Develop yourself. Grow. Learn. Execute.... Then EARN that next role.

If I were 27 and wanted to become a VP of Sales by 31, here’s exactly what I’d do: This isn’t theoretical. It’s based on me doing nearly all of these things and watching the people who actually got promoted...and the ones who didn’t. Let’s go 👇 1/ Meet with 1-2 VPs or CROs outside your company every week. Talk with them. Ask real questions. Don’t just send cold connection requests. Most people love helping someone who's curious and serious 2/ Say YES to helping your peers. Jump on a call. Listen to their calls. Share a few things that helped you. If you say, “Let me know how I can help,” and never do anything... don’t bother 3/ Learn to read a company’s financial statements. I loved monthly exec finance reviews because I understood them and could ask smart questions. Most sellers have no clue. Be the one who does 4/ Master SaaS metrics. Know CAC, LTV, CAC Ratio, burn rate. Understand why these matter before you're managing a $20M sales team quota 5/ Learn how to interview. I read 5+ books on it early in my leadership career and wished I had done it years earlier. Want my top 5 recs? Drop a comment and I’ll share 6/ Ask to be part of hiring. Volunteer to sit in on interviews. Share what you’re learning. This shows initiative and earns trust with leadership 7/ Make sure your boss and their boss KNOW you want to lead. Don’t assume they can read your mind. Say it clearly. Then go earn it, don't wait for it to drop into your lap 8/ Get ridiculously good at spreadsheets. If you don’t know VLOOKUP, SUMIF, or pivot tables, fix that fast. You’ll use these almost daily in sales leadership esp at startups 9/ Get certified in your CRM. Learn how to create reports and dashboards. Most reps don’t do this. That’s why they stay reps 10/ Track your own funnel metrics, primarily conversion rates. Find weak spots. Write up a Google Doc with your own plan to improve them. Then… go do it 11/ Meet people in Marketing, CS, Legal. Learn how they work with (or against) Sales. Future VPs know how to navigate cross-functional bull$h|+ 12/ Practice clear, succinct writing. Execs don’t read 5-paragraph essays. Send the TLDR version. Rambling, bloated messages won’t cut it 13/ Read 12 business or leadership books a year. Apply just 5% from each. You’ll lap most people who "are too busy" to read. Ask me for recs in the comments 😡 There's nothing I hate more than a rep that asks to be promoted to sales leadership, sticks their hand out but then does nothing proactively on their own. Yes, these can be hard and take extra time esp when you're tired. But most salespeople won't even do 3 things on the list above & then wonder why they're not getting promoted. What's 1 other thing people should do to increase their chances of getting into sales leadership?