How to Achieve promotion from the position of director to vice president

WHAT IS CORPORATE CULTURE?

During a period when I was contemplating whether to remain with a company where advancement seemed limited, a friend posed a thought-provoking question: “What are the key factors for promotion there?” Without much hesitation, I responded, “Longevity.” That instant realization made it clear to me. Despite my four years of tenure, attaining the desired position would likely necessitate many more years of commitment. Consequently, I made the decision to pursue other opportunities.

Scott Domann, the Chief People Officer at Calm, the meditation app, aptly points out, “The definition of a VP and the path to reaching that position can differ from one company to another.” He elaborates that in larger organizations, the journey might entail a more protracted process, while in startup environments, it could be more straightforward, contingent upon the business’s needs at the time.

We’ve all been there. Someone with less experience or less time at your company gets promoted before you, and you’re left wondering why. Or perhaps your boss hires someone from the outside to a role you had your eye on. This can happen at every level of a company, but one of the hardest jumps to make is from director to vice president, and there’s a reason for that. “At the higher levels of organizational life, all of the leading players are technically skilled,” said Marshall Goldsmith in his best-selling book, What Got You Here Won’t Get You There. “Your people skills (or lack of them) become more pronounced the higher you go.” People skills aren’t just how well liked you are. They’re also about grace under pressure, how you problem solve and influence outcomes. At the VP level, you need to be able to craft the strategy, lead the team, and deliver results—all while managing up, down, and around the management chain. I once had an executive coach suggest that at least 50% of your time in VP roles is spent managing politics and personalities, not delivering stellar outcomes. Does the system sound daunting and a bit arbitrary? Sure. Does that mean you’ll never get a VP role? Of course not. Based on my own experiences climbing the corporate ladder and insight from others who’ve also been successful, here’s eight questions to ask yourself as you seek that next promotion.

We’ve all encountered it: someone with less experience or tenure at your company gets promoted ahead of you, leaving you pondering why. Or perhaps your boss brings in an external candidate for a role you were eyeing. This scenario can unfold at any level within a company, but the leap from director to vice president is often particularly challenging, and there’s a good reason for that.

Marshall Goldsmith, in his best-selling book “What Got You Here Won’t Get You There,” explains, “At the higher echelons of organizational life, all key players possess technical skills. Your interpersonal skills (or lack thereof) become more apparent as you ascend.” Interpersonal skills encompass not only likability but also composure under pressure, problem-solving ability, and the capacity to influence outcomes.

At the VP level, one must adeptly craft strategy, lead teams, and deliver results—all while effectively navigating the organizational hierarchy. An executive coach once advised me that at least half of one’s time in VP roles is devoted to managing politics and personalities, rather than solely focusing on achieving outstanding outcomes.

Does this system seem daunting and somewhat arbitrary? Absolutely. Does it mean you’ll never attain a VP role? Certainly not. Drawing from personal corporate ascent experiences and insights from others who’ve succeeded, here are eight crucial questions to contemplate as you pursue that next promotion.

What characterizes the corporate culture? During a period of self-reflection when I questioned remaining in a company with limited prospects for advancement, a friend posed a poignant question: “What factors contribute to people getting promoted there?” Without much thought, I responded, “Longevity.” That instant realization prompted me to acknowledge that with only four years of tenure, securing the desired position would likely require many more years of commitment. Consequently, I made the decision to explore other opportunities.

“The definition of a VP and the path to reaching that position varies from company to company,” remarks Scott Domann, Chief People Officer at Calm, the meditation app. “In some larger organizations, the journey may entail a more extended process endured by others. In a startup environment, the path may be more straightforward, depending on the prevailing business context.”

Has my responsibility expanded?

It’s common for individuals to believe that they deserve a promotion solely based on their exceptional performance. While strong performance is undeniably important, salary increases and bonuses typically reflect this achievement. Promotion, on the other hand, hinges more on the potential for growth layered atop performance. How far can this individual advance within the organization? Are they capable of rising two levels or even to the highest echelons? What additional responsibilities and experiences are necessary for them to reach that level?

At Netflix, where ascending to the VP level can be arduous, Kathryn Chen, now VP of product platform strategy and analysis, managed to do so by acting upon specific feedback. To ascend, she was advised to establish herself as a go-to person for senior management. “Do I wield significant impact and influence over a broad area?” reflects Chen. Despite taking six and a half years to secure the promotion, her tenure as a director provided her with a profound understanding of the business and fostered relationships across various domains, thereby enhancing her credibility.

What motivates me?

The perennial question of whether one prioritizes title or monetary compensation has likely been debated among many friends. Personally, my answer has fluctuated over time. Some individuals are primarily driven by financial rewards, and that’s perfectly valid. Others seek growth, advancement, or even power, and are willing to forego financial gains for the sake of securing a title. Regardless of the motivation, it’s crucial to understand what drives your ambition, as your superiors likely already have their opinions on the matter, and certain behaviors or attitudes may inadvertently undermine your chances.

Occasionally, title and monetary rewards align. In established companies, a VP’s bonus and stock grants typically surpass those of a director. This dynamic can pose challenges for companies aiming to retain exceptional performers who may not be ready for promotion or may never reach that level. Having transparent discussions about career trajectory and financial expectations is imperative, ensuring that all parties are aware of the possibilities and can make informed decisions accordingly.

Do my trusted advisors think I’m ready?

It’s a common misconception that mentors and advisors should always echo your sentiments, when in reality, the opposite holds true. It’s vital to seek out individuals you trust to challenge your perspectives, offer diverse viewpoints, and provide objective guidance. Ideally, your mentors should include individuals in senior positions within your current organization, as well as those who have previously worked with you. Engagements with them should serve as opportunities to glean insights about the business or develop new skills, rather than serving as pseudo-therapy sessions.

“The best advice I received is to seek out a variety of sponsors, mentors, advisors, and team members who are inspiring and will speak positively about you in rooms where you’re not present, while also encouraging you to realize your full potential as a leader,” says Tiph Turpin, VP of global employee communications at Expedia Group. She specifically sought individuals inside and outside her workplace who understood her goals as both a business leader and a mother of two small children.

Am I seeking honest, constructive feedback?

Often, when individuals receive feedback, they tend to react defensively. In one instance during an annual review, my manager mentioned, “No one wants to talk after you do because they’re afraid they’ll sound stupid.” Initially, I thought, “How is that my problem?” (No, I didn’t voice that thought!) However, after reflecting on it for a few days, I realized it was indeed my concern, and I needed to adjust my behavior to allow others to speak first and build on their ideas rather than immediately offering my own thoughts. It was a valuable lesson.

Consider asking your manager for a 360 review to gather feedback or create your own by drafting five questions and sending them to trusted individuals who can provide honest and actionable feedback. Don’t hesitate to include someone who challenges you, as understanding their perspective is essential.

Am I being my best advocate?

This question can be challenging as it necessitates an objective self-assessment and perhaps candid feedback from your trusted advisors. Scott Domann from Calm emphasizes the importance of timing, tone, and self-awareness in achieving a promotion. Be ready to discuss your strengths, areas for development, career goals, and engage in an open dialogue with your manager.

Advocating for yourself may involve taking on high-profile assignments and highlighting your successes, even if it feels uncomfortable. Senior leaders are often busy and may not be fully aware of individual achievements. Focus on significant accomplishments, collaboration with others, and lessons learned.