How to get promoted

Getting a promotion requires more than working hard — it involves demonstrating impact, making your contributions visible, and clearly communicating your readiness for the next level. Start by understanding what your company values in promoted employees, then build a track record of results, take on higher-level responsibilities, and advocate for yourself at the right time. This guide breaks down exactly how to position yourself for a promotion — and ask for it in a way that gets results.

How do I know what it takes to get promoted at my company?

Research shows promotion requirements are not always spelled out — and that ambiguity disadvantages women more than men, because vague criteria make it easier for bias to shape decisions. Here's how to get clarity.

• Ask your manager directly what the criteria are for the next level, then put it in writing.
• Ask your manager: "What would I need to demonstrate to be promoted to the next level?" — then follow up in writing to confirm what was discussed
• Co-create a shared, written advancement agreement so there are clear, unambiguous criteria to refer back to in future performance conversations
• Find out which projects and work streams your manager considers most strategically important and prioritize accordingly
• If your company has a formal competency or leveling framework, request it and map your current work against the requirements for the level above you

How do I build a case for a promotion?

You need to demonstrate three things to get promoted: strong performance in your current role, work already being done at the next level, and visible impact on the business.

Research shows women receive higher performance ratings than men on average — but are still 14% less likely to be promoted, largely because subjective assessments of "potential" are more vulnerable to bias. A concrete, documented case is your best protection.

• Track your wins continuously: save positive feedback, record metrics, and document responsibilities you've taken on beyond your job description — and make sure to note how each one created real, tangible outcomes for your team and company
• Capture business impact, not just tasks — "led onboarding process that reduced churn by 12%" is more promotable than "managed onboarding"
• Know your company's formal criteria for the next level and be ready to show concrete evidence for how you meet or exceed each one
• Talk to your manager regularly about your contributions so they stay visible all year round, not just at review time. Research shows women are less likely than men to self-promote — and that invisibility directly limits who gets promoted

How can I perform at the next level before I'm promoted?

The most powerful signal you can send is that you're already operating above your current role. Take on next-level responsibilities deliberately — and with your manager's awareness.

• Identify one or two responsibilities clearly associated with the level above you and take them on with your manager's endorsement, so the work counts toward your case
• Volunteer to lead cross-functional projects, present at leadership meetings, or own initiatives with senior visibility — these signal readiness in ways that everyday performance cannot
• Seek out high-visibility stretch assignments actively: research shows women are less likely than men to be offered these proactively — and four in ten entry-level women have not received a stretch assignment or leadership opportunity in the past two years — even though senior executives consistently name them as the single biggest career accelerator
• When you ask for a stretch assignment and face skepticism, come prepared with evidence of relevant past work so the ask is grounded in demonstrated capability

How do I make my work visible to the people who decide promotions?

Strong performance that no one knows about won't advance your career. Visibility is critical — and research shows that women are less likely to make themselves visible at work. As Lean In puts it, sit at the table: speak up and claim your seat in rooms where decisions get made. This is one of the most important things women can do for their careers.

• Talk to your manager regularly about what you're working on and accomplishing — check in at least weekly so your contributions stay top of mind all year, not just at review time
• Present your metrics at team or company meetings, share positive client feedback, and send recap emails celebrating your team's wins — name the contributors specifically
• Document completed projects immediately: a brief "we did it" email to relevant stakeholders is a low-effort, high-visibility habit
• Ask for specific feedback after major projects: "What did I do well, and what would you have done differently?" Research shows women receive less specific, actionable feedback than men — so you may need to ask for it directly. Women are also 20% less likely than men to receive difficult feedback that helps improve their performance

How do I build relationships with people who can advocate for me?

Promotion decisions happen when you're not in the room, so having sponsors — senior-level colleagues who advocate for you — is one of the highest-leverage things you can do. Research shows employees with sponsors are promoted at nearly twice the rate of those without. At entry level, 45% of men have a sponsor compared to only 31% of women — so actively cultivating sponsors, not just mentors, is essential.

• Get to know people across teams and levels, including senior employees who have visibility into how promotion decisions are made
• Understand the difference between a mentor and a sponsor: a mentor gives advice, a sponsor uses their influence to advocate for you publicly and in rooms you're not in — and sponsorship is one of the strongest predictors of promotion
• To build a sponsor relationship, start with senior colleagues who already know your work: keep them updated on your achievements and look for ways to add value to their priorities over time
• Ask peers to amplify each other's contributions — talk openly about how you can celebrate each other's wins

When is the right time to ask for a promotion?

Performance reviews are one opportunity, but not the only one. Any time you've delivered a major result, expanded your scope significantly, or have been operating at the next level for a sustained period is a legitimate moment to ask.

• Choose a moment when your manager isn't overwhelmed with competing priorities — receptiveness to the conversation matters as much as your case
• Avoid asking immediately after a setback or during a period of company-wide financial pressure
• If you've been doing next-level work for six months or more without recognition, that's your signal — don't wait to be noticed
• If your company has a formal review cycle, start the conversation at least one cycle before you want to be considered, so your manager has time to build support

How do I ask my manager for a promotion?

Asks should be specific, strategic, and grounded in company priorities. Here are a few ways to set yourself up for success.

• Write out your opening, your case, and your specific ask in note form
• Then practice with a partner, in front of a mirror, or using video-conferencing software like Zoom. Research shows preparation and practice is one of the strongest predictors of a successful request
• Frame every sentence around business impact and shared goals, not personal tenure or how long you've been waiting
• Be specific: name the title you're asking for and, where applicable, the compensation adjustment that should accompany it
• Use "we" and "our team" framing when describing impact — research shows communal language reduces the backlash women can face when advocating for themselves
• Example script: "I've been thinking about our goals and my contributions over the past year. I've taken on [X] and delivered [Y] and [Z] for the company. I'm already doing a number of things at the [next level]. I'd like to discuss moving to [title] to reflect that expanded scope."
• Don't apologize for the ask: you are asking for recognition of work you have already done

Done is better than perfect: don’t wait until you feel you have a flawless case for promotion — this is one of the most common reasons women delay asking for what they deserve.