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. The resources below break down exactly how to position yourself for a promotion — and ask for it in a way that gets results.
Getting a promotion resources
A curation of our best resources to help you build the confidence to speak up, take risks, and pursue opportunities that align with your goals.
If you've been consistently delivering results, are already doing some work at the next level, and have had a conversation with your manager about what advancement requires—you're ready to ask. Research shows women are more likely than men to hold back until they feel fully qualified, while men typically ask when they meet around 60% of the criteria. Don't wait until everything is perfect to start the conversation.
There's no universal rule, but a good guideline is once you've built a track record of results in your current role and have been operating at or above the next level for six months to a year. If you've met the criteria you co-created with your manager, that's your signal. Research shows women are less likely to be proactively offered promotions than men, so a direct ask is essential.
Yes. Internal promotion is common in most organizations, and the key is making sure decision-makers know who you are, know what you've accomplished, and see you as someone already operating at the next level. If your company has a strong internal mobility culture, lateral moves into high-visibility roles can also accelerate your path to promotion.
Research from MIT Sloan and Yale found that women receive higher performance ratings than men on average, but significantly lower ratings for "potential"—and potential ratings are a stronger predictor of promotion than performance. Since potential assessments are subjective and tied to stereotypically male leadership traits, they're especially vulnerable to bias. Counter it by building a specific, data-heavy case; seeking out a sponsor who will advocate for you when you're not in the room; and asking explicitly for high-visibility stretch assignments rather than waiting to be offered them.
A mentor gives advice; a sponsor uses their influence to actively advocate for your advancement—putting your name forward for opportunities, speaking up for you in promotion discussions, and connecting you to decision-makers. Both are valuable, but sponsorship is more directly linked to career advancement. Women tend to be over-mentored and under-sponsored: if you already have mentors, your next priority should be cultivating at least one sponsor.
Ask for direct, specific feedback: "What would I need to demonstrate for you to support my promotion?" Document the answer and share it with your manager. If the criteria keep shifting or stay vague, that's worth noting. In the meantime, build relationships with other senior leaders and potential sponsors who can advocate for you across organizational lines. In some cases, a move to a different team or manager may be the fastest path to advancement.
