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Abstract: This article addresses the challenging situation of having a manager who does not properly advocate or sponsor one's career advancement. Drawing on academic literature related to workplace relationships, politics, and self-promotion, the brief explores potential reasons why a superior may not champion a high-performing employee. Four specific self-advocacy strategies are then presented for professionals to take matters into their own hands when facing an unsupportive boss. These include making one's case directly to their manager, building allies and external relationships, undertaking high-profile projects for greater visibility, and meticulously documenting achievements. Real-world examples across industries are provided to demonstrate how these approaches have enabled professionals to overcome unconstructive manager dynamics. The article emphasizes focusing on relationship-building, impactful work, and data-backed self-promotion over time rather than complaining about one's manager. With strategic effort and patience, professionals can still influence career outcomes despite lacking direct manager advocacy through developing their reputation and profile on their own accord.
We've all been there - you're crushing it at work, exceeding expectations, consistently going above and beyond. However, for whatever reason, your boss does not seem willing or able to properly advocate for you. They don't promote your successes, won't request additional support or resources for your work, and don't fight for your career advancement opportunities within the organization. As a trusted advisor to many executives and high-potential individual contributors over the years, this frustrating dynamic is unfortunately quite common.
Today we will explore insights from academic research on workplace relationships and politics, as well as practical strategies I've seen professionals use successfully to self-advocate and improve their situations when a direct superior won't do so. While not ideal, there are proactive steps you can take to chart your own course.
Minding the Politics: Understanding Potential Causes
Before diving into recommendations, it's important to thoughtfully consider why exactly your boss may be holding back on advocating for you. This perspective can inform your approach. Academic research explores numerous potential causes for lack of manager support, including:
Personal/relational factors - Your manager may simply not like you or your work style rubs them the wrong way for some reason (Mecca et al., 2015). Interpersonal friction or clashes can negatively impact willingness to advocate.
Competition/threats to status - You are higher performing than your manager's preferred protégés or directly challenge their position, threatening their status or control (Festinger, 1954; Bazerman et al., 2019). Advocacy strengthens your position at their expense.
Lack of political will or skill - Your boss wants to help but lacks confidence, willingness or ability to engage in necessary political navigation and challenge higher ups (Kulik and Perry, 2008; Cameron, 2008). Advocacy requires political capital and influence they don't have.
Misaligned priorities - What's important to you and what your manager is focused on/rewarded for may not fully align. Their priorities don't overlap with yours enough to strongly advocate (Kellogg, 2009; Ferris et al., 2007).
Understanding as much as you can about these types of dynamics and why advocacy isn't happening can help craft a more targeted self-advocacy strategy. Some situations simply won't improve no matter what you do due to entrenched politics or personalities. But awareness of root causes empowers you to determine if and how you can still influence the outcome.
Taking Action: Self-Advocacy Strategies
Assuming there is still potential to improve your situation, let's explore specific self-advocacy strategies you can implement:
Strategy 1: Make Your Case Directly to Your Manager
One option is to proactively share your achievements and aspirations in a one-on-one meeting with your manager. Come prepared with specific examples and data showing your contributions and value. Highlight how your success impacts their team or department's priorities. Respectfully request their advocacy moving forward and ask how you can help get their full support. While they may remain unreceptive, establishing clear communication of your viewpoint is important (Fulk and Mani, 1986; Mowday, 1978; Orpen, 1995).
Strategy 2: Build Other Relationships and Alliances
If direct conversations don't bear fruit, focus on cultivating relationships with other senior leaders and influencers who may be allies. Get introduced to them through connections you've built. Impress them with your work so they request your involvement and come to see your value themselves over time (Higgins and Kram, 2001; Day and Allen, 2004; Blickle et al., 2010). Your network becomes your advocacy foundation since your manager won't act alone.
Strategy 3: Develop High Visibility, Impactful Projects
Look for high-profile work assignments, task forces or special initiatives where you can take a leadership role and produce deliverables upper management will notice. If given more opportunities to take initiative, you'll demonstrate your capabilities and initiative (Ng et al., 2005; Ng and Feldman, 2010; Wang and Noe, 2010). Visibility raises your profile without reliance on your manager's advocacy alone.
Strategy 4: Document Your Achievements Thoroughly
Keep a running record of all your contributions, successes and impacts. Quantify results where possible with dollars, percentages or other hard metrics that tell a clear story. Use this documentation to advocate internally through the proper channels if high-level opportunities arise, like when new roles are posted. Substantive evidence of your record leaves less room for doubt about your qualifications or value to the organization (Higgins and Thomas, 2001; Bell and Staw, 1989; Simons and Peterson, 2000).
Implementing these self-advocacy strategies takes dedicated effort over time but moves the needle when facing an unsupportive boss. How you approach the situation also matters greatly - retain your professionalism and focus on promoting your work, not complaining about your manager. Ultimately you aim to shift perceptions and priorities through your own initiatives and relationships. With persistence, progress is achievable.
Industry Examples and Best Practices
To bring these strategies to life, here are real-world examples I've witnessed across different industries:
Healthcare Administrator - Frustrated with her Director's lack of promotion support, "Sara" proactively strengthened bonds with physician stakeholders. When the CMO learned of issues with limited candidate pipelines, Sara pitched process improvements she had championed. Her reputation with doctors and new responsibilities expanded her profiling and led to new collaborations with the COO.
Technology Sales Rep - After multiple high-performing quarters but no raise/title increase acknowledgment from his Sales Manager, "Adam" accepted project work directly from his VP. His solutions and rapport with the leadership team led them to create a new Strategic Account Manager role, which Adam was first to fill despite his Manager's reluctance.
Manufacturing Operations Lead - As the number 2 producer on her team but facing an unsupportive Plant Manager, "Maria" networked with HR leadership at industry events. When layoffs loomed, Maria's documentation of cost-savings ideas and reputation building led HR to recruit her into an internal consulting role to aid similar turnarounds.
As these scenarios demonstrate, charting a self-advocacy path through relationship cultivation, high impact initiatives and results-based promotion can empower professionals to overcome barriers and sub-optimal manager dynamics. With creativity and perseverance, opportunities can emerge.
Conclusion
Facing a superior who won't properly sponsor or advocate your career can feel like an insurmountable roadblock. However, as this brief outlined, there are proactive steps you can take through strategic self-promotion to still influence outcomes even without direct manager backing. Build relationships, deliver standout work, and maintain documented evidence of contributions - these advocacy strategies move your reputation, visibility and opportunities forward on your own accord over time. Needing to self-advocate may not be ideal, but with focus and dedication, professionals can overcome even unsupportive management dynamics and chart fulfilling career courses. Staying solution-focused and patience are key.
References
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Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Advocating for Yourself When Others Won't: Strategies for Navigating Difficult Workplace Dynamics. Human Capital Leadership Review, 15(2). doi.org/10.70175/hclreview.2020.15.2.6
