How do you tell an employee that they are not ready for a promotion?
Posted: Thu Feb 20, 2025 9:36 am
Imagine this awkward moment: your colleague suggests a promotion, but you, as their manager, think they’re not ready for it yet. Sure, the person has been with the company for six months and has positive customer reviews, but that’s not enough. To get to the next level, you need to master a few more challenging skills, be stress-resistant, and proactive. It’s not enough to just “do your job well.”
How to respond so as not to ruin the relationship and destroy motivation? Let's find out how to correctly point out the reasons and create a development plan.
There are two extreme reactions to a request for a promotion.
Research shows that career progression has a real impact on employee engagement. israel phone number data Conversely, feeling “stuck” at work is the biggest source of frustration for most people.
When an employee tries to show that they are ready for a promotion, or explicitly asks for one, a manager can respond in two extreme ways:
“It’s too early to talk about it, he’ll figure it out on his own” vs. “I’d rather avoid the topic because people don’t want to hear bad news.” Some managers completely ignore promotion conversations because they’re afraid that refusing to talk about it will hurt the employee’s feelings, or they don’t know how to deal with the discomfort of difficult conversations.
“He may leave or lose interest in the job.” Sometimes managers try to motivate employees with false promises, saying, “Not this time, but maybe next time.” They explain their behavior by saying that false hope is better than no hope at all.
However, this tactic does more harm than good. Expectations and concerns turn into resentment and anger, ultimately leading to a loss of trust and respect for the manager. On the contrary, honest and consistent feedback improves attitudes towards the employer.
How should a manager approach the interview?
Luis Velasquez, a Stanford University PhD student and leadership expert, recommends using a structured approach to difficult conversations. If done right, he says, the employee will leave with a clear understanding of their situation, a sense of being valued, and a plan to motivate them to move forward.
To achieve this, use empathy, support, and a focus on the future in your conversation:
1. Start by appreciating your colleague's efforts and feelings and emphasizing their contribution to the company. Instead of just delivering bad news and expressing objections, try to formulate a shared understanding of the situation.
2. Mention specific achievements and roles. Emphasize the employee's strengths and potential.
3. Don't let the conversation end in frustration. Help your colleague identify what needs to be worked on and try to create an action plan together.
For example, you might say, “Sophie, I see how hard you work and how dedicated you are to our work. I really appreciate that. And I know you’re looking forward to your promotion. You’ve closed the most sales in the last year. You somehow manage to find common ground with even the most difficult clients and get high ratings from them. And I believe you’ll go far in your career. Let’s see what opportunities we can create together to develop your skills and prepare you for them.”
How to respond so as not to ruin the relationship and destroy motivation? Let's find out how to correctly point out the reasons and create a development plan.
There are two extreme reactions to a request for a promotion.
Research shows that career progression has a real impact on employee engagement. israel phone number data Conversely, feeling “stuck” at work is the biggest source of frustration for most people.
When an employee tries to show that they are ready for a promotion, or explicitly asks for one, a manager can respond in two extreme ways:
“It’s too early to talk about it, he’ll figure it out on his own” vs. “I’d rather avoid the topic because people don’t want to hear bad news.” Some managers completely ignore promotion conversations because they’re afraid that refusing to talk about it will hurt the employee’s feelings, or they don’t know how to deal with the discomfort of difficult conversations.
“He may leave or lose interest in the job.” Sometimes managers try to motivate employees with false promises, saying, “Not this time, but maybe next time.” They explain their behavior by saying that false hope is better than no hope at all.
However, this tactic does more harm than good. Expectations and concerns turn into resentment and anger, ultimately leading to a loss of trust and respect for the manager. On the contrary, honest and consistent feedback improves attitudes towards the employer.
How should a manager approach the interview?
Luis Velasquez, a Stanford University PhD student and leadership expert, recommends using a structured approach to difficult conversations. If done right, he says, the employee will leave with a clear understanding of their situation, a sense of being valued, and a plan to motivate them to move forward.
To achieve this, use empathy, support, and a focus on the future in your conversation:
1. Start by appreciating your colleague's efforts and feelings and emphasizing their contribution to the company. Instead of just delivering bad news and expressing objections, try to formulate a shared understanding of the situation.
2. Mention specific achievements and roles. Emphasize the employee's strengths and potential.
3. Don't let the conversation end in frustration. Help your colleague identify what needs to be worked on and try to create an action plan together.
For example, you might say, “Sophie, I see how hard you work and how dedicated you are to our work. I really appreciate that. And I know you’re looking forward to your promotion. You’ve closed the most sales in the last year. You somehow manage to find common ground with even the most difficult clients and get high ratings from them. And I believe you’ll go far in your career. Let’s see what opportunities we can create together to develop your skills and prepare you for them.”