Asking for a Promotion: Building Your Case

Most companies have documented leveling frameworks (career ladders) that define expectations for each level. Ask your manager or HR for the written criteria for your target level. If no formal framework exists, ask your manager: What does someone at the next level do differently from someone at my current level? Write down the answer. Promotions are typically based on demonstrating the next-level competencies consistently for 3-6 months before the promotion, not based on tenure. You need to already be performing at the next level to get promoted to it.

Compare the next-level criteria against your current performance honestly. Common gaps for promotion from individual contributor to senior: scope of impact (your work currently affects your team, but the next level requires cross-team impact), independence (you currently need guidance on ambiguous problems, but the next level requires driving solutions independently), and leadership (you execute well but have not yet mentored others or led initiatives). Write down 2-3 specific gaps and create a plan to close them over the next 2-3 months. Share this gap analysis with your manager to align on what you need to demonstrate.

Script: I am interested in growing to [next level title]. I have been thinking about what it takes and want to make sure my understanding aligns with yours. In your view, what do I need to demonstrate to be ready for that promotion? This question accomplishes three things: it signals your ambition (managers cannot advocate for your promotion if they do not know you want one), it aligns expectations (you and your manager agree on the target), and it creates accountability (your manager is now invested in your development plan). Follow up in writing: Thank you for the conversation. To confirm, the key areas to develop are [list]. I will share my progress in our one-on-ones.

Keep a running brag document throughout the year (update it weekly). For each accomplishment, note: what you did, the business impact (quantified whenever possible), the skills demonstrated, and how it maps to the next-level criteria. Examples: Led the migration project across 3 teams, coordinating 12 engineers and delivering 2 weeks early, saving an estimated 50,000 USD in contractor costs (demonstrates cross-team leadership and project ownership). Mentored 2 junior engineers, both of whom were promoted within 12 months (demonstrates developing others). Map each accomplishment to a specific criterion in the leveling framework.

Promotions at most companies require peer feedback or cross-functional endorsements. Proactively ask 3-5 colleagues from other teams to share specific feedback about your contributions. Ask: Would you be willing to share feedback about our work on [project] when promotion discussions come around? Stakeholders outside your immediate team provide evidence that your impact extends beyond your group, which is a key criterion for most senior promotions. Your manager can use these endorsements to advocate for you in calibration meetings where they must argue your case against other candidates.

Structure: current level and target level, summary of key accomplishments (5-7 bullet points mapped to next-level criteria), cross-functional feedback highlights (2-3 quotes from colleagues), development areas and how you have addressed them, and your explicit request. This document serves two purposes: it organizes your case for the conversation with your manager, and it gives your manager a ready-made advocacy tool to present to leadership and HR. Managers who want to promote their reports often lack the time to assemble the evidence. Doing this work for them significantly increases your chances.

Most companies have semi-annual or annual promotion cycles (often aligned with performance reviews in Q1 or Q3). Your conversation should happen 1-2 months before the cycle begins so your manager can include you in planning discussions, gather necessary feedback, and build support with leadership. If you wait until the cycle is underway, decisions may already be made. Ask HR or your manager: When is the next promotion cycle? Then schedule your conversation accordingly. Starting the conversation early gives your manager time to address any gaps rather than being surprised.

Script: I wanted to discuss my readiness for promotion to [title]. Over the past [timeframe], I have focused on [2-3 key areas] we discussed as development priorities. Here are the highlights of my contributions [walk through 3-5 top accomplishments]. I have also gathered feedback from [cross-functional partners] that reinforces my impact across teams. Based on this, I believe I am performing at the [next level] and would like to be considered for promotion in the upcoming cycle. Then share your promotion case document. Be direct. Do not hedge (I was thinking maybe...) or apologize (I know this is a lot to ask...). You have earned the right to ask by doing the work.

If yes: express gratitude and ask about timeline and any remaining steps. If not yet: ask for specific, measurable criteria. What exactly do I need to demonstrate, and by when can we revisit this? Get the answer in writing and create a 90-day plan to address the gaps. If no (without a clear path forward): this is important information. Ask: Is there a path to promotion in this role or this organization? If the answer is vague or discouraging after multiple attempts, it may be time to explore external opportunities. A promotion denied twice without clear criteria or progress is often a signal about the organization's ceiling for you, not about your capabilities. This guide is informational only, not career advice.