| You just heard the news - you were passed over | | | | 7) Ask what you could've done to have earned the |
| for the big promotion. | | | | position |
| Now what should you do? | | | | 8) Inquire as to what the plan is for your career |
| Here are four simple steps that might ease the | | | | development and ask what next steps are open to |
| frustration, give you some insight and help you plan | | | | you within the firm |
| your next career move. | | | | 9) Never suggest you would leave the organization. |
| STEP 1 - Take a DEEP BREATH, ASSESS the | | | | Never say you won't. |
| situation and ASK YOURSELF these dozen questions. | | | | 10) If you are not satisfied with the meeting or feel |
| 1) Did I really want the job or did I just think I should | | | | that your supervisor was not a significant factor in |
| want it? | | | | the promotion inform him/her you will need to have |
| 2) Were the decision makers aware of my | | | | another conversation with the person who made the |
| aspirations? If not, why not? | | | | choice. |
| 3) What are their factors, within and beyond my | | | | 11) Always thank the person and assure them you |
| control, which influenced the choice? | | | | would like to continue the dialogue |
| 4) What role did personal chemistry play in the | | | | 12) Consider writing a follow-up email summarizing |
| selection process? | | | | what you heard and next steps |
| 5) How much time did I spend building key | | | | HINT: If the conversation is negative, non-committal |
| relationships so that the decision makers could say | | | | or dishonest ask "What message should I be taking |
| they "know, like and trust" him/her? | | | | away from this discussion?" |
| 6) Who really made the choice? Are you sure? | | | | STEP 4 - YOUR CHOICES |
| 7) What is my professional and personal reputation in | | | | Once you have given yourself some time to calm |
| the organization? Be honest. | | | | down, reflect on what you really what and taken |
| 8) What do I bring to the table that is unique and | | | | ownership of your role, you can begin to think about |
| compelling? | | | | potential next moves and an action plan. |
| 9) Who is concerned I might leave the company? Is | | | | It is impossible to predict, without knowing all the |
| their concern valid? | | | | details, how anyone should or would react. Weighting |
| 10) Honestly, how do I compare in performance, | | | | your options and avoiding rash decisions is important. |
| training, education and drive to the person who | | | | The most obvious move also has the greatest |
| received the nod? | | | | short-term risk. Quit. This is rarely an immediate good |
| 11) Who would my colleagues and the support staff | | | | choice but is always an option. |
| have chosen? | | | | Another possibility would be to decide to better |
| 12) Was I prepared for the next step? | | | | prepare yourself for the next opportunity and create |
| STEP 2 - SPEAK WITH THE DECISION MAKER(S) | | | | a plan to get there quickly. |
| Once you have a handle on the answers to these | | | | Realizing that the decision makers might have been |
| questions and can be more objective about the | | | | right would require a bit of pride swallowing but might |
| process schedule a meeting with your direct | | | | also help you figure out your next step. |
| supervisor. No dropping-in. Ask for a sit down, in a | | | | Researching what else is available, within the |
| quiet place, with an agenda to discuss the decision | | | | company and outside, often helps people make |
| and your career. | | | | decisions. Information also can make you powerful. |
| Prepare for the meeting | | | | If you have the sense that the politics, focus or |
| 1) Develop a list of your accomplishments. Emphasize | | | | management style of the company is putting you in |
| your contributions to the bottom line. Focus on | | | | the wrong corner start now to make corrections - |
| results and the impact they had on your department, | | | | internally or externally. |
| program and the company. | | | | Let's look at some examples - |
| 2) List the expertise and skills you have acquired | | | | You enter as a junior associate on the partner track |
| recently | | | | of a law firm. You've risen with encouragement. At |
| 3) Note the trainings you have given or participated in | | | | the 8 year point you are passed over for partner. It's |
| this year. | | | | probably time to leave. You're a college teacher and |
| 4) What status or notoriety have you brought to the | | | | you are not offered tenure. It is time to leave or |
| organization? | | | | accept. People you mentored are now jumping over |
| 5) Be prepared with the ratings and comments from | | | | you on the org chart. Time to accept or leave. Either |
| recent performance evaluations or 360 instruments | | | | way you need to decide if you want what they |
| 6) Speak with your mentor, coach and/or trusted | | | | have (and pay the price) or if you have reached your |
| friend(s) and get their suggestions | | | | natural level. A major regimen change. New people |
| 7) Practice listening. | | | | are being brought in for key positions. Probably best |
| 8) Prepare what you will say and repeat it (out loud) | | | | to wait but actively start looking while you carefully |
| watching your tone (no anger or arrogance) and | | | | wait for the dust to clear. The company is growing |
| achieving a natural conversational flow. | | | | rapidly, the organization is in flux. It's probably worth |
| Step 3 - YOUR MEETING | | | | staying and demonstrating high value. Expansion |
| 1) Arrive dressed appropriate for the position you | | | | means opportunity. The dumb brother-in-law gets the |
| wanted | | | | job. Be grateful you're not related. Assess every few |
| 2) Be exceptionally calm and neutral at the beginning | | | | months. Prepare to be asked to "help out" and when |
| of the session. Look serious but never threatening. | | | | it continues bargain for title and more money. |
| 3) Sit across, never next to, the person. | | | | Getting passed over for a promotion FEELS |
| 4) Take an active listening role. Listen more than | | | | TERRIBLE. |
| speak, ask questions for clarification. | | | | You need to understand the why and the what to |
| 5) Take notes | | | | tactically approach the issue before making any rash |
| 6) Stress that you are disappointed and concerned | | | | decisions. |
| you did not get the offer. | | | | |