As organizational consultants, we've seen it time and again—the traditional "dry promotion" that leaves leaders and their teams wanting more. Based on over a decade spent researching leadership best practices and advising countless organizations, it's clear these lackluster promotions are doing more harm than good. The time has come for a fresh approach that cultivates true engagement and high performance. In this essay,
Today we will explore why “dry promotions” don’t cut it anymore and propose a research-backed alternative centered on meaning, growth and human potential. By focusing on the whole person and empowering leaders to lead fully, we can usher in a new era of thriving for individuals and organizations alike.
What's Wrong with "Dry Promotions"?
The standard "dry promotion" follows a predictable pattern that ultimately leaves leaders feeling unfulfilled and disengaged. Researchers have found promotions centered solely on increased responsibility, title or salary do little to satisfy deeper human needs or maximize one's ability to contribute (Sapienza, 2022). Promotions are seen as an "end" rather than the beginning of an ongoing growth journey. As consultants, we've seen how this takes a toll on both the individual and the wider organization in the long run.
Lack identity and purpose beyond the role. Without further discussion of personal strengths, interests or how the person can truly make an impact, the promotion does nothing beyond conferring a new job description (Horney et al., 2010). Leaders are left wondering "now what?" and "why did I get this role?" This seeds doubts that undermine performance and job satisfaction.
Stifled growth and learning agendas. Once in the new role, there is an unspoken expectation that leaders simply "figure it out," with little organizational support for ongoing development (Carucci, 2022). Growth gets pushed to the side as day-to-day demands take over. Talent is squandered as learning agendas go by the wayside.
Disengagement creeps in over time. Without a renewed sense of why the work truly matters or how one can continuously develop, it's no surprise that research shows promotions often backfire, leading to increased disengagement within two years (Gallup, 2013). Performance plateaus as motivation wanes.
Teams left disconnected from leader's journey. As we know from extensive research on leadership's influence, how leaders experience transitions deeply impacts those they lead (Goffee & Jones, 2013). Yet "dry promotions" provide no opportunity for leaders to share their story or reconnect teams around a higher purpose. Morale and coherence suffer as a result.
It's clear the status quo is letting both individuals and organizations down. A new kind of promotion is needed—one grounded in research on thriving, engagement and human potential. By refocusing the process outward to benefit all, we can spark long-term growth for both leaders and those they lead.
Rethinking Promotions for Impact
After over a decade working alongside leadership teams and top executives, it’s become abundantly clear to me that people want more from their work—they want to contribute at the highest level and feel deeply connected to the impact of their efforts. A "promotion 2.0" approach rooted in research aligns perfectly with these core human motivators.
Begin with the end in mind. Promotions should start by envisioning the leader's long-term aspirations and greatest potential contributions—not just tasks for the next year. This draws from decades of research showing the profound impact of pursuing purpose and meaning (Damon et al., 2003). By spending time on clarifying broader impact goals, the stage is set for continual growth.
Map strengths and passions to make the most of natural talents. Promotions centered on playing to one's innate strengths have been shown to boost performance, well-being and longevity on the job (Linley et al., 2010). Yet traditional promotions overlook what energizes each person. Mapping strengths allows leaders to contribute in a way that feels seamless and energizing.
Cocreate a learning agenda. Learning should not stop with a promotion but accelerate. Research demonstrates how continuous development keeps motivation and skills sharp (Pandey & David, 2013). By collaboratively crafting multi-year learning plans tied to both professional and personal goals, promotions institutionalize each person's growth mindset.
Connect the dots for teams. Taking time to share goals, dreams, challenges openly builds empathy and binds teams together (Goffee & Jones, 2013). This gives colleagues opportunity to better understand and support the leader’s journey. Vision and purpose spread more broadly throughout the organization.
Empower distributed leadership. Promotions must shift mindsets away from a single leader having all answers. Research shows the most thriving cultures distribute decision-making, nurture diverse skills and foster peer-to-peer learning (Kuenkel, 2016). Leaders are freed up to lead fully by empowering others to step up alongside them.
Promotion 2.0 in Practice
With the research foundations in place, it's time to bring this vision to life through tangible actions any organization can adopt. Let's explore what this new promotional process could look like for a director being promoted to vice president at a large technology company.
The process would begin months before the formal announcement with in-depth conversations to discern the individual's true passions and aspirations. What problems do they long to solve? What mark do they dream of leaving? Discussions center on the person, not just the role.
Strengths are then mapped through evaluations, reflections on past successes, and collaborator feedback to understand innate talents. These inform the shaping of a three-year learning agenda focused on areas for further mastery, as well as goals outside work for a balanced life.
Once a clear sense of longer-term purpose and early learning priorities have been established, the new responsibilities of the VP role are reviewed. Rather than dictating tasks, the conversation focuses on impact—how might this person leverage their unique strengths to move strategic initiatives forward or shape culture in a positive way? The role flexes to their passions.
Finally, a team offsite is held to share this reimagined journey. By opening up about motivations, challenges and commitment to ongoing growth, authentic bonds deepen. Peers gain insight into how they too can take ownership of their careers and support each other along the way. The whole team leaves energized and invested in each person’s success.
On the whole, this research-backed process takes significantly more time upfront but prevents the disengagement that often follows traditional promotions. Leaders feel fully seen and empowered to step into their fullest potential. Teams stay aligned behind a higher purpose that motivates continuous excellence.
Conclusion - Time for Transformation
For too long, well-intentioned but short-sighted “dry promotions” have held people and organizations back from thriving as highly as possible. But a new kind of promotion centered on research gives hope that mindsets can shift. By re-humanizing career milestones to focus on purpose, strengths, learning and connection, we pave the way for sustainable growth on both individual and collective levels. As practitioners committed to unleashing human potential, this calls us to spread awareness of a better approach and advocate for systemic change. When every promotion nourishes the whole person and cultivates distributed leadership, imagine the positive ripple effects spreading out from there. It's an optimistic vision well worth pursuing for people and businesses alike. The time has come—let the transformation begin.
References
Carucci, R. (2022, January 12). Why continuous learning is crucial for leadership success. Gallup. https://www.gallup.com/workplace/364373/why-continuous-learning-crucial-leadership-success.aspx
Damon, W., Menon, J., & Bronk, K. C. (2003). The development of purpose during adolescence. Applied Developmental Science, 7(3), 119–128. https://doi.org/10.1207/S1532480XADS0703_2
Gallup. (2013, September 24). State of the American workplace: Employee engagement insights for U.S. business leaders. Gallup. https://www.gallup.com/workplace/238085/state-american-workplace-report-2017.aspx
Goffee, R., & Jones, G. (2013). Clear it with behavior: How top executives get extraordinary things done. Harvard Business Review, 91(11), 121–125.
Horney, N., Pasmore, B., & O’Shea, T. (2010). Leadership Agility: A business imperative for a VUCA world. People & Strategy, 33(4), 32–38.
Kuenkel, P. (2016). The art of leading collectively: Co-creating a sustainable, socially just future. White Paper, 1-22. https://www.generonconsulting.com/art-of-leading-collectively
Linley, P. A., Harrington, S., & Garcea, N. (2010). Oxford handbook of positive psychology and work. Oxford University Press. https://doi.org/10.1093/oxfordhb/9780195335446.001.0001
Pandey, S., & David, S. (2013). Transformational leadership and organizational culture as drivers of employees’ job satisfaction and organizational commitment. International Journal of Business and Administration Research Review, 1(8).
Sapienza, A. M. (2022). The impact of work motivation on organizational commitment. Journal of Human Resource and Sustainability Studies, 10, 125-149. https://doi.org/10.4236/jhrss.2022.102008
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.
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