𝐀𝐝𝐯𝐚𝐧𝐜𝐞𝐦𝐞𝐧𝐭 : 𝐓𝐡𝐞 𝐋𝐨𝐰 𝐁𝐚𝐫 𝐰𝐢𝐭𝐡 𝐇𝐢𝐠𝐡 𝐒𝐭𝐚𝐤𝐞𝐬

𝐀𝐝𝐯𝐚𝐧𝐜𝐞𝐦𝐞𝐧𝐭 𝐢𝐬 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐚𝐛𝐨𝐮𝐭 𝐜𝐚𝐫𝐞𝐞𝐫 𝐠𝐫𝐨𝐰𝐭𝐡 , 𝐢𝐭’𝐬 𝐚𝐛𝐨𝐮𝐭
𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐬𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 .

Engagement is at historic lows: 𝐨𝐧𝐥𝐲 𝟑𝟏 𝐩𝐞𝐫𝐜𝐞𝐧𝐭 𝐨𝐟 𝐔.𝐒. 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐚𝐫𝐞
𝐞𝐧𝐠𝐚𝐠𝐞𝐝 (Gallup, 𝑆𝑡𝑎𝑡𝑒 𝑜𝑓 𝑡𝘩𝑒 𝐴𝑚𝑒𝑟𝑖𝑐𝑎𝑛 𝑊𝑜𝑟𝑘𝑝𝑙𝑎𝑐𝑒 ). 𝐆𝐥𝐨𝐛𝐚𝐥𝐥𝐲 , 𝐢𝐭’𝐬 𝐣𝐮𝐬𝐭 𝟐𝟏
𝐩𝐞𝐫𝐜𝐞𝐧𝐭 (Gallup, 𝑆𝑡𝑎𝑡𝑒 𝑜𝑓 𝑡𝘩𝑒 𝐺𝑙𝑜𝑏𝑎𝑙 𝑊𝑜𝑟𝑘𝑝𝑙𝑎𝑐𝑒 2024 𝑅𝑒𝑝𝑜𝑟𝑡 ). With the bar
set this low, even 𝐬𝐦𝐚𝐥𝐥 𝐬𝐭𝐞𝐩𝐬 𝐭𝐨𝐰𝐚𝐫𝐝 𝐚𝐝𝐯𝐚𝐧𝐜𝐞𝐦𝐞𝐧𝐭 𝐜𝐚𝐧 𝐡𝐚𝐯𝐞 𝐚𝐧
𝐨𝐮𝐭𝐬𝐢𝐳𝐞𝐝 𝐢𝐦𝐩𝐚𝐜𝐭 𝐨𝐧 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐚𝐧𝐝 𝐫𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧 .

Waiting until a role opens to talk advancement is costly. By then, frustration
has grown, trust has weakened, and the organization must scramble to fill
the gap, often losing both momentum and talent in the process.

That cycle isn’t inevitable. Managers who approach advancement with
intention (long before a vac ancy appears) 𝐭𝐮𝐫𝐧 𝐚 𝐩𝐨𝐢𝐧𝐭 𝐨𝐟 𝐫𝐢𝐬𝐤 𝐢𝐧𝐭𝐨 𝐚
𝐟𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐬𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 .

𝐄𝐯𝐞𝐫𝐲𝐝𝐚𝐲 𝐦𝐨𝐯𝐞𝐬 :
𝐂𝐫𝐨𝐬𝐬 -𝐭𝐫𝐚𝐢𝐧 𝐢𝐧𝐭𝐞𝐧𝐭𝐢𝐨𝐧𝐚𝐥𝐥𝐲 . Don’t wait for emergencies to test capabilities.
Rotation and skill -sharing today create resilience tomorrow.

𝐒𝐮𝐜𝐜𝐞𝐬𝐬𝐢𝐨𝐧 𝐩𝐥𝐚𝐧 𝐨𝐮𝐭 𝐥𝐨𝐮𝐝 . Instead of quietly tagging “high potentials,”
help people self -identify. Share possibilities early to build transparency and
trust.

𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐚𝐝𝐯𝐚𝐧𝐜𝐞𝐦𝐞𝐧𝐭 𝐭𝐨 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 . Show how building a skill today
prepares the team to meet tomorrow’s priorities. When people see how
their growth aligns with the company’s direction, advan cement feels both
personal and essential.

When managers 𝐦𝐚𝐤𝐞 𝐚𝐝𝐯𝐚𝐧𝐜𝐞𝐦𝐞𝐧𝐭 𝐢𝐧𝐭𝐞𝐧𝐭𝐢𝐨𝐧𝐚𝐥 , they 𝐫𝐞𝐝𝐮𝐜𝐞 𝐫𝐢𝐬𝐤 𝐚𝐧𝐝
𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐞𝐧 𝐬𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐟𝐨𝐫 𝐭𝐡𝐞𝐢𝐫 𝐭𝐞𝐚𝐦 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 . It becomes
less about the next promotion timeline and more about building a
company where growth is visible, possible, and shared.

When engagement is this low, 𝐧𝐞𝐠𝐥𝐞𝐜𝐭𝐢𝐧𝐠 𝐚𝐝𝐯𝐚𝐧𝐜𝐞𝐦𝐞𝐧𝐭 𝐫𝐚𝐢𝐬𝐞𝐬 𝐭𝐡𝐞 𝐬𝐭𝐚𝐤𝐞𝐬
𝐞𝐯𝐞𝐧 𝐡𝐢𝐠𝐡𝐞𝐫 . The outcome is simple: people either see a future with you, or
they go build it somewhere else.

𝐓𝐡𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐫𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐫𝐞𝐬𝐢𝐠𝐧𝐚𝐭𝐢𝐨𝐧 𝐨𝐟𝐭𝐞𝐧 𝐜𝐨𝐦𝐞𝐬 𝐝𝐨𝐰𝐧
𝐭𝐨 𝐰𝐡𝐞𝐭𝐡𝐞𝐫 𝐩𝐞𝐨𝐩𝐥𝐞 𝐟𝐞𝐞𝐥 𝐭𝐡𝐞𝐲 𝐡𝐚𝐯𝐞 𝐚 𝐩𝐚𝐭𝐡 𝐟𝐨𝐫𝐰𝐚𝐫𝐝 .

𝐖𝐡𝐚𝐭 𝐰𝐢𝐥𝐥 𝐲𝐨𝐮 𝐝𝐨 𝐭𝐡𝐢𝐬 𝐰𝐞𝐞𝐤 𝐭𝐨 𝐬𝐡𝐨𝐰 𝐲𝐨𝐮𝐫 𝐩𝐞𝐨𝐩𝐥𝐞 𝐭𝐡𝐚𝐭 𝐩𝐚𝐭𝐡 𝐞𝐱𝐢𝐬𝐭𝐬 ?
LinkedIn Posts – Week 7