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You’ve been passed up for promotion so many times that you’ve stopped counting. Congratulations (kind of). You’re actually in (not so) good company. Over 70% of managers vying for promotion are just as frustrated as you are. So the obvious question is how you can become like the lucky 30%. Is it indeed luck? Not a chance.

To discover the real reason your boss isn’t promoting you, it’s going to take more than just listening to the usual lines you get in your annual performance review. Performance reviews are high-stake meetings and everyone’s nerves are on edge - not to mention the multiple factors affecting career development. So communication is stressed on both ends. Your boss is trying to be as diplomatic as possible, often hiding what they really feel and you aren’t very receptive - more focussed on when the nightmare will finally end. And the bottom line is that you leave your performance review both frustrated and confused.

But that’s no way to manage your career. Moving up at work can’t be based on guesswork. You need reliable information - and it’s definitely out there. My point here is that you won’t get it from your performance review.

I’ve designed the questionnaire based on over 35 years of research and practice with managers just like you. After answering this questionnaire, you’ll receive a short evaluation showing your real chances for promotion. Think of it as a summary of what your boss would’ve said if they’d been asked about your chances for promotion and factors affecting career development - without your presence in the room.

There’s so much advice out there about how to get promoted. Bookstores, libraries, and the internet are full of advice - and there’s a whole consulting industry fueled by this as well. What’s really important, though, is to make sure that you receive the information that’s right for you. As I see things, information that’s right for you is both personalized and objective. It should be personalized because not everyone is the same. What works for you is not necessarily what works for someone else. That’s why I don’t like cookie-cutting. And information should be objective because it cannot come from a source who has some kind of vested interest in how you’ll use the information. Otherwise, there will always be a slant on crucial information that could affect the rest of your career. That’s why a questionnaire based on research and practice is an ideal way of helping to generate both personal and objective information that is actionable. So there’s really nothing to lose. Discover the real reason your boss isn’t promoting you.

And always remember:

Great managers are made. Not born.

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