Your next promotion rarely happens because you “worked hard.” It happens because the right people can clearly see your impact and trust you to operate at the next level.

Below is a 30-day promotion-case plan you can start today—whether your company has a formal promotion cycle or not.

Week 1: Clarify what “next level” actually means

Before you do more work, make sure you’re doing the right work.

• Find the rubric: Ask your manager: “What are the 3–5 behaviors and outcomes that differentiate my role from the next level?”
• Study examples: Look at peers who were recently promoted. What projects did they lead? How did they communicate?
• Pick your lane: Choose 1–2 focus areas (e.g., execution + stakeholder management). Spreading across 5 areas dilutes results.

Action: Write a one-paragraph “next-level snapshot” describing how someone at the next level behaves, communicates, and delivers.

Week 2: Collect evidence (your “brag doc”)

Promotions are easier when you have proof, not just effort.

Create a simple document with:

• Outcomes: metrics, revenue saved/earned, time reduced, quality improvements
• Scope: size of project, stakeholders involved, systems touched
• Signals: examples of ownership, leadership, ambiguity handled
• Feedback: screenshots/quotes from emails, Slack, performance reviews

Tip: Use a before/after format: “Reduced onboarding time from 10 days → 6 days by redesigning X.”

Week 3: Do one “next-level” project (small but visible)

You don’t need a huge initiative—just a project that demonstrates the next level.

Look for opportunities to:

• Lead a cross-functional effort (even a small one)
• Eliminate recurring pain (automation, process cleanup, documentation)
• Improve a core metric (conversion, cycle time, defects, customer satisfaction)

Make it visible: Share a short weekly update:

• What’s done
• What’s next
• Risks/asks
• Early results

Week 4: Have the promotion conversation (without making it awkward)

Instead of asking “Can I be promoted?” aim for clarity:

• Ask for calibration: “Based on the rubric we discussed, where am I already performing at the next level, and where am I not yet there?”
• Propose a plan: “If I deliver X outcomes by Y date, would that support a promotion case in the next cycle?”
• Confirm sponsorship: “Are you comfortable advocating for me? What would you need from me to do that confidently?”

Bonus: If your manager is supportive, ask who else should see your work (skip-level, partner teams, project sponsors).

Quick self-check: are you promotable today?

If you can answer yes to most of these, you’re close:

• I can explain my impact in numbers or concrete outcomes
• I’m trusted with ambiguous problems
• I communicate proactively with stakeholders
• I improve processes, not just complete tasks
• Others rely on me to raise the bar

Discussion: What’s the hardest part for you—defining “next level,” gathering proof of impact, getting visibility, or having the promotion conversation?