Listen to this article:
Abstract: The article provides a comprehensive guide on how to effectively demonstrate one's suitability and potential for a new leadership position within an organization. It outlines key strategies, including thoroughly researching the role to understand the core responsibilities and qualifications, highlighting one's relevant experience and quantifiable accomplishments, networking internally to gain exposure and visibility, actively seeking out developmental opportunities to expand skills, and proactively requesting constructive feedback from supervisors and colleagues. The article also includes an industry example illustrating how one employee, Maria, leveraged these tactics to successfully position herself for and secure a promotion to a director-level role. The article emphasizes that a focused, results-oriented approach to self-promotion is crucial for proving readiness and potential for greater leadership challenges.
Making the leap to a new leadership position can seem daunting. However, with careful planning and continual self-promotion, you can effectively demonstrate your suitability and potential for greater responsibilities.
Today we will explore how to prove you are the right person for a different leadership role within your organization.
Exploring Leader Roles
Research the Role Thoroughly: The first step is to research the leadership role you aspire to as thoroughly as possible (Goleman, 2000; Kotter, 1990). Find out what core responsibilities and expectations the position entails by reviewing the official job description, speaking with current employees in similar roles, and even scanning reputable sources outside your organization for industry perspectives on that leadership function. This research will help you identify the key qualifications and competencies required to succeed. With a solid understanding of the role’s true scope and demands, you can then emphasize how your background aligns to fill existing needs (Kramer, 2003; Mintzberg, 1973).
Highlight Relevant Experience and Impact: Once you comprehend the role’s requirements, determine how to succinctly communicate your relevant experience, qualifications, and potential impact in the desired position (Goffee & Jones, 2000; Kotterman, 2006). Focus on quantifying your accomplishments, responsibilities, and contributions in previous or current roles that closely relate. Emphasize measurable outcomes, such as projects delivered on time and under budget, processes streamlined, teams motivated, budgets managed prudently, initiatives launched successfully, and organizational goals achieved or surpassed (Goleman, 1998; Katz, 1955). Whenever possible, frame your experience in the context of competencies required for the new role.
Network Internally to Gain Exposure: In addition to promotional materials, networking can help demonstrate your potential and gain exposure to pertinent stakeholders (Burt, 1992; Dutton & Dukerich, 1991). Get to know your boss, peers, and other influential figures through casual conversations highlighting your motivations, strengths, and ongoing development. Seek feedback on how you can contribute more significantly. Offer to assist others within your level or take on special projects to expand your skills and visibility (Goffee & Jones, 2000; Ferris, 1985). Introduce yourself respectfully to those at higher levels occasionally to plant positive first impressions. Consistent, value-added interactions will establish your professionalism and leadership promise.
Embrace Developmental Opportunities: Showing a constant drive to expand your capabilities further signals suitability for greater responsibility. Eagerly take on stretch assignments, roles with expanded scope, or temporary leadership duties to prove adaptability (DeLong, 2004; Kotter, 1982). Discuss developmental goals openly with your boss, and deliver successful outcomes from enrichment chances (Elliot & Thoen, 2017; Katz, 1974). Consider obtaining relevant certifications or taking specialized training to round out important qualifications. Joining external organizations or committees could widen your perspective and network in a low-risk manner. Consistently seek and execute opportunities to hone your leadership skills.
Request Constructive Feedback: Once you start prominently displaying readiness, proactively solicit informal feedback from supervisors and colleagues (Maurer & Luck, 1999; Smither et al, 2005). Ask open-ended questions to uncover any deficiencies in experience, competence, or perceived potential you need to address. Express eagerness to strengthen areas for improvement and thank individuals for honest counsel. Later, formally request a development discussion with your manager to review strengths, growth areas, and next steps towards your career aims (DeNisi & Kluger, 2000; Ilgen, Fisher, & Taylor, 1979). Incorporate feedback into actionable goals that validate your suitability and drive continuous progress.
Industry Example: Proving Readiness at a Financial Services Firm
Maria had excelled as a product manager at a large financial services firm for three years but aspired to a director-level role with expanded P&L responsibility. To demonstrate her potential, Maria first researched the specific initiatives and bottom-line impact expected of directors. She then highlighted her role developing the company's top-selling mutual funds, noting AUM growth of 50% and earnings exceeding targets each year.
Maria also strengthened relationships by mentoring peers and presenting at internal conferences. She embraced a special project leading digital account openings that streamlined on-boarding. Feedback from her boss affirmed strong leadership but advised expanding financial management experience. So Maria embraced overseeing budgeting for her department. She also joined an industry committee and earned an MBA part-time.
At her annual review, Maria formally requested a development discussion. With quantifiable success now in expanded responsibilities and new qualifications, her supervisor endorsed applying for an open director role. Maria landed the promotion after acing interviews emphasizing her proven leadership abilities and vision aligning with strategic priorities. Her self-promotion paid off.
Conclusion
Consistently proving your readiness and value for greater leadership challenges takes judicious planning, dedication to self-improvement, and promotion of relevant strengths and accomplishments. With research to pinpoint role requirements, highlighting of applicable experiences, relationship-building activities, developmental quests, and solicitation of constructive input, you can effectively position yourself as an ideal candidate prepared to take the next career step up. A results-oriented, growth-minded approach will build your reputation and prove that you have the leadership abilities and potential to excel in a different, more impactful organizational role.
References
Burt, R. S. (1992). Structural holes. Cambridge, MA: Harvard University Press.
DeLong, T. J. (2004). Lost knowledge: Confronting the threat of an aging workforce. New York, NY: Oxford University Press.
DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14(1), 129-139.
Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3), 517-554.
Elliott, E. S., & Thoen, M. A. (2017). "Feedback phobia": The role of feedback orientation and expectancy in feedback seeking behavior. Journal of Vocational Behavior, 98, 140-151.
Ferris, G. R. (1985). Role of leadership in the employee withdrawal process: A constructive replication. Journal of Applied Psychology, 70(4), 777-781.
Goffee, R., & Jones, G. (2000). Why should anyone be led by you? Harvard Business Review, September-October, 63-70.
Goleman, D. (1998). What makes a leader? Harvard Business Review, November-December, 93-102.
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 4-17.
Ilgen, D. R., Fisher, C. D., & Taylor, M. S. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64(4), 349-371.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33-42.
Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review, 52(5), 90-102.
Kotter, J. P. (1982). The general managers. New York, NY: Free Press.
Kotter, J. P. (1990). A force for change: How leadership differs from management. New York, NY: Free Press.
Kotterman, J. (2006). Leadership versus management: What's the difference? The Journal for Quality and Participation, 29(2), 13-17.
Kramer, R. M. (2003). Creating trust within organizations. The Leadership Quarterly, 14(5), 587-613.
Mintzberg, H. (1973). The nature of managerial work. New York, NY: Harper & Row.
Maurer, T. J., & Luck, S. M. (1999). Effects of feedback on goal setting, strategy development, and performance in a situational judgment task. Journal of Applied Psychology, 84(4), 622-637.
Smither, J. W., London, M., Flautt, R., Vargas, Y., & Kucine, I. (2005). Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study. Personnel Psychology, 56(1), 23-44.
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. (2025). Proving Your Worth: Demonstrating Your Leadership Potential for a New Role. Human Capital Leadership Review, 18(2). doi.org/10.70175/hclreview.2020.18.2.2
