A promotion advances someone to a role or level with greater responsibility, authority, or status. Treat it as a sustained judgment about the level at which someone consistently operates, not as a reward for one exceptional event. section 7.1.3 section 6.3.3
Annual reviews provide a practical decision point. Give advance notice, share the role matrix, ask for a self-assessment, and compare it with the manager’s assessment. Focus the conversation on differences, evidence, and the corrective plan. section 7.1.3
Use these checks before granting or deferring a promotion:
- Rate the person in the seniority column where they consistently operate across each discipline. section 7.1.3
- Record specific situations supporting both strengths and gaps; do not let one success or failure determine the decision. section 7.1.3
- If the person is close but not ready, define what must change and set a shorter reevaluation date rather than making them wait another year. section 7.1.3
- Avoid rapid promotions, title changes used instead of salary increases, longevity-based titles, and titles that outsiders cannot understand. section 6.3.3
A title that obscures the role
A startup assigned an inventive title, Chief Knowledge Officer, to someone whose actual role was Evangelist. Because customers could not interpret the title or identify the right contact, the team was overlooked. A recognizable title would have communicated the responsibility more effectively. section 6.3.3
