How do you decide who is ready for a promotion - and how do you lead the ones who are not?

In all my years in HR, I’ve seen promotions used for the wrong reasons: to keep someone from leaving or reward long tenure that “felt right" or to make a team look stronger on paper (and the leader more successful) even when the person promoted wasn’t ready.

None of this helps the employee and it certainly does not help the #team.

Now, don't get me wrong - I wholeheartedly believe in development. It is one of the strongest motivators we have. It sits together with sense of purpose and caring managers in that top 3, according to Gallup's report. But, #growth without #strategy will damage team #balance, #performance, and trust.

So, how do you know when promoting someone on your team is the right move?

1. They already perform at the next level consistently. They take ownership, solve problems independently, and deliver outcomes (not just completing tasks) - in a reliable manner that you can count on.

2. Their behavior matches the next level. You promote how people act as much as what they deliver so, you're looking for clear signs of professional maturity, collaboration and self management.

3. They are a future fit. Succession planning is part of your strategy as a leader. Promote people whose strengths align with where the business is going and how you aim to grow your team.

Great, now you know what you're looking for to help you make your decision. But, what if someone from your team takes the initiative and asks for a promotion first?

Step 1: Manage the conversation without demotivating them

• Thank them for raising it. Ambition should always be recognized.

• Ask them to self assess against the next level. You can use a detailed job description or a comparison with another team member on that desired level to make it tangible.

• Share your own assessment with clear examples. Think of it like writing your evaluation after an interview - would you hire this person today for the more senior role? What are they currently lacking?

• Agree on the gap if one exists and discuss how to close it.

Step 2: Use a simple Individual Development Plan to bridge the gap

You can use whatever template you want but, I personally think the simpler the better.

Here's how I would put it together:

• Strengths to leverage (what they need to continue doing)

• Growth areas tied to the next level (concrete output and behaviors they need to show)

• Actions that you both commit in for the next 3 to 6 months (check-ins, mentoring, training, projects etc.)

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In the end, promotions should feel earned, not guessed. The question is simple, does your team know what “ready” looks like?

🌟Sparking Leadership # 30: a weekly series on human-centered, sustainable #leadership. Follow for real talk and practical tools. In the meantime, lead with spark!