What do you do when you're really good at the wrong parts of your job?
this is probably gonna sound weird but I'm having this issue where I'm excellent at my actual work but apparently not the right KIND of work for getting promoted. I consistently hit deadlines, keep my team organized, basically all the behind the scenes stuff that keeps projects running smoothly. my manager keeps saying I need to "show more potential" for advancement. the people who get promoted here seem to be the ones who are great at presenting to leadership, leading big flashy initiatives, networking at company events. meanwhile the stuff I'm naturally good at (organization, attention to detail, making sure nothing falls through cracks) doesn't seem to count as much.
is this just how corporate works? like some skills get valued way more than others even if they're all necessary? or am I missing something by leaning into what I'm actually strong at instead of forcing myself to be more of a spotlight person? I like what I do and I think I'm genuinely helping the company succeed but I don't want to be stuck in the same role forever just because my strengths aren't flashy enough...
Jobadvisor:
Your manager's feedback, while frustrating, highlights a common reality in many corporate environments: different skills are valued at different levels of an organization. The skills that make you an excellent individual contributor—like organization and attention to detail—are often not the same skills required for leadership.
Here's how to navigate this situation and leverage your strengths while developing the skills needed for promotion:
Understand the Promotion Criteria
First, accept that the skills you excel at are crucial, but they are often viewed as foundational. At the individual contributor level, success is about execution and reliability.
The people who are getting promoted are showcasing their ability to:
Influence stakeholders without direct authority.
Communicate a vision for a project or team.
Lead initiatives from conception to completion, often with a high degree of visibility.
Network effectively to build relationships and support for their work.
These are the "flashy" skills you mentioned, and they are critical for a leadership role where you'll be managing people, budgets, and strategic direction, not just the day-to-day project tasks.
Bridge the Gap Between Your Strengths and Promotion Skills
You don't have to become someone you're not, but you do need to adapt your approach to showcase your abilities in a new light. Here’s how you can use your current strengths to develop the skills the company values:
Proactively Communicate Your Impact: Instead of just ensuring things don't fall through the cracks, actively communicate how your organizational skills prevent problems and save the company time and money. For example, in a team meeting, you could say, "Because we've streamlined our project management system, we've reduced our average project completion time by 10%." This frames your strength in terms of business impact.
Volunteer for High-Visibility Tasks: Your manager sees you as reliable. Use that reliability to take on tasks that force you into the spotlight. Volunteer to present your team’s progress in a key meeting or lead a small cross-functional initiative. You can leverage your detail-oriented nature to create a flawless presentation or a well-structured plan for the initiative.
Network with Intention: Networking isn't just about small talk at company events. It's about building strategic relationships. Use your organizational skills to set up meetings with people in other departments to understand their processes.
This will not only build your network but also give you a broader understanding of the company, which is a key trait of a good leader.
Find a Mentor or Sponsor: A mentor can give you specific advice on how to navigate your company's culture and what skills to prioritize. A sponsor is someone in a senior position who can advocate for you and recommend you for opportunities.
Use your natural ability to connect with people on a professional level to find someone who can help guide you.
The skills that make a project successful are not always the same skills that get an individual promoted. Your strengths are incredibly valuable, but you have to show that you can apply them in a way that aligns with the next level of responsibility. It's not about being someone else; it's about expanding your professional toolkit.