Working Hard isn’t The Work

Twenty-something years ago, someone gave me a piece of feedback I still think about every week. 

Early in my career, a senior leader gave me a piece of feedback I’d like to give you.

I was about five years into a talent acquisition role. Doing well, working hard, raising my hand for everything. I asked her how I could move up faster.

She paused for a long time. Then she said:

“You’re working at the level of the role you’re in. To get to the next one, you need to start working at the level of the role you want.”

I didn’t fully understand at the time. I thought working hard was the work.

What she was actually telling me and what I now tell every coaching client at an inflection point is this:
Most people get promoted by demonstrating they can do the next role. Not by being excellent at their current one. Those are different demonstrations.

Being excellent at your current role gets you a stronger review. It does not, by itself, get you promoted.

Getting promoted requires that the decision-makers can already picture you in the next seat. And the way they form that picture isn’t by you doing more of your current job. It’s by you starting to operate, visibly, at the level above.

Asking the questions that role asks. Building the relationships that role requires. Thinking about the problems that role owns.

That feedback changed how I worked. It changed how I coach. And it’s the single piece of advice I’d give to any senior leader who’s been waiting for the next move that hasn’t come.

Working harder at the current level won’t bridge the gap. Operating at the next one — visibly, in the room — is what does.