Year-end review season often means bonus, salary raise, wider scope… yet many stellar performers suddenly feel helpless when it comes to “selling” their contribution. After years inside multinationals — guided by generous mentors and now observing the game as a career coach — I’ve distilled what really tilts the scales.
In this synthesis :
- Your entry ticket : results and perception
- Everything has a price : own the trade-off
- Timing : strike while the iron is hot
- Four risky arguments
- Become the protégé leaders recommend
1. Your entry ticket : results and perception
Competence and effort are the baseline; promotion rarely goes to the mathematically “best”. It goes to those whose wins suggest untapped potential.
A perpetual firefighter shows value… and signals maximum capacity already in use. Conversely, calmly solving crises without looking overwhelmed whispers “Give me more, I still have head-room.”
“We promote her because she’s delivered X and Y — and we want an even bigger impact in the new role.”
Make people feel you’re not at full throttle yet.
2. Everything has a price : own the trade-off
Promotion costs : mental load, longer hours, internal spotlight. But every investment deserves a return. Many talents hesitate for fear of being labelled “ambitious”. Flip the script :
- Help a colleague ? State what you expect in return.
- Want to move next year ? Clarify timeline + conditions to your hierarchy, while acknowledging their decision power.
Patience is a virtue, passivity kills opportunities.
3. Timing : strike while the iron is hot
Requesting promotion “because it’s the season” rarely works. Capitalize right after a visible win :
“Thanks for the recognition ! I’d like to keep growing and lead more strategic projects. If a role opens, keep me in mind.”
Ideal moment =
- Fresh, impactful result
- Clear promise of future value for the company
- Coherent horizon (“Q2 next year would be optimal because…”)
4. Four arguments to handle with care
| Argument | Why it backfires |
|---|---|
| “I’m better than the others.” | Breeds rivalry, worries management. |
| “I’ve done so much for the firm.” | Creates a debt feel; promotion is a bet on the future, not back pay. |
| “I have seniority.” | May signal stagnation more than readiness. |
| “Promote me or I quit.” | Ultimatum erodes trust; last-ditch tool only. |
5. Become the protégé leaders recommend
Mentors, former N+1s, sponsors — their moves can tip the scale. Cultivate that capital :
- Clearly voice you’d love to keep working with them.
- Save them time & boost their credibility ; they’ll want to take you along.
- Remember: future successes reflect back on them — pride is a currency.
Conclusion : inventory your assets
Climbing the ladder requires results, timing sense, value awareness and sponsor support. Use this checklist to gauge strengths and gaps.
Need tailored guidance ? My career-coaching practice helps international managers shatter the glass ceiling. Together we’ll pinpoint your levers and build a concrete action plan.