Getting your own promotion is hard enough. Getting someone on your team promoted requires a completely different set of skills — and most new managers have no idea what it actually involves. I've done it, and I've coached others through it. Here's what I've learned.
The first thing I did was have a direct conversation about expectations, early. Not at review time — months before. "Here's what I think the next level looks like in this company, here's what I see as your strengths, and here are the gaps I think we need to close before I can make a strong case." That conversation is a gift. It gives the person agency and direction instead of a surprise at the end of the year.
Then I actively created opportunities for them to operate at the next level. A promotion case that says "they did their current job really well" is weak. A promotion case that says "they took on responsibilities beyond their current scope and delivered" is strong. So I assigned them a project that stretched them. I had them present to senior leadership. I put them in front of stakeholders who could see their value beyond just our team's context.
And I made sure those accomplishments were visible. I mentioned them by name in updates to my manager. I highlighted their contributions in cross-functional meetings. I created a paper trail of impact so that when it came time to make the case, I had specifics — not just general praise.
Finally, I prepared them for the calibration process. At most companies, managers sit in a room together and compare their teams. Knowing how to position your person's contributions against others — in plain language, with clear evidence — is a skill. I walked my direct report through what I was going to say and got their input on anything I might have missed.
When the promotion came through, they weren't surprised. It was the culmination of a year-long plan. That's the way it should work.
© 2026 Rachel Hong · Accelerator Consulting