The Politics of Promotion

The Politics of Promotion Plot Summary

Introduction

Imagine you've been working tirelessly for years, consistently delivering exceptional results, only to watch someone less qualified get promoted ahead of you. The frustration is real, and the question inevitably arises: what am I missing? The truth is that talent and hard work alone aren't enough to propel you to the top of your organization. There's a hidden dimension of workplace dynamics—the unwritten rules, the invisible networks of power, and the strategic relationships that can make or break your career advancement. This invisible dimension is particularly challenging for women navigating male-dominated corporate environments. While organizations may claim to be meritocracies, decisions about promotions and opportunities are rarely based solely on performance. Understanding these workplace politics and developing the necessary skills to navigate them effectively is crucial for ambitious women determined to break through the glass ceiling. With the right tools and strategies, you can take control of your career trajectory and position yourself for the leadership role you deserve.

Chapter 1: Understand the Invisible Rules of the Game

The corporate world operates according to two distinct sets of rules: the official, published policies that everyone acknowledges, and the unwritten rules that actually determine who advances and who stagnates. Political savvy—the ability to navigate these invisible rules—is a critical career competency, especially for high-achieving women. Yet many women resist engaging with workplace politics, viewing it as manipulative or unethical, which inadvertently sabotages their advancement opportunities. Sallie Krawcheck's experience perfectly illustrates this challenge. Once labeled the most powerful woman on Wall Street, she lost her senior position at Bank of America following a restructuring. Despite her exceptional talent and track record, Krawcheck struggled as an outsider to the bank's culture. She explained, "I was never part of the meetings-before-the-meetings, or the meetings-after-the-meeting, or the 'real' meeting; I was just part of the official meeting (which in some companies can be the least important meeting of them all)." Like many women, Krawcheck believed that delivering strong business results would ensure her success. She was blindsided when, despite her team being ahead of budget and gaining market share, her position was eliminated. Understanding these invisible rules requires reframing how you think about workplace politics. Politics isn't inherently negative—it's simply the reality of how decisions get made in organizations where resources and opportunities are limited. Marilyn Tam, former CEO of Aveda Corp. and executive at Reebok and Nike, notes that political savvy gets a bad reputation because people think it means being somewhat sly or manipulative. She suggests reframing it: "I say to women if I told you now that you need to learn this software program or this new device to be good at your work, will you do it? They all say, 'Yes, of course. That's part of my work.' And then I'll say this is also part of your work." The first step in navigating the invisible rules is assessing your current political skills. Research shows that women often have a "political skills deficiency," focusing exclusively on performance while neglecting the relationships and influence networks that drive advancement decisions. Take time to observe who gets promoted in your organization and why. Who are they connected to? What behaviors are rewarded? How are decisions really made? These observations will help you map the true power dynamics at play. Developing political savvy is a learned skill that evolves through four stages: from being naively focused solely on work, to building a reputation for performance, to becoming strategic about relationships, and finally to leveraging your influence as a leader. Identifying where you are in this progression gives you a roadmap for developing the specific political skills you need to advance. Remember that the goal isn't to become manipulative or inauthentic, but rather to become more effective at building relationships, understanding motivations, and communicating your value in ways that resonate with decision-makers. The most politically savvy professionals accomplish their goals while maintaining their integrity and helping others succeed along the way.

Chapter 2: Master the Art of Strategic Self-Promotion

Strategic self-promotion is the cornerstone of career advancement, yet it's an area where many women struggle. The ability to effectively communicate your value is not just about gaining personal recognition—it's a leadership skill that benefits your team, your organization, and your career trajectory. Understanding how to authentically showcase your contributions without appearing boastful is essential for breaking through the glass ceiling. Susan, a financial analyst returning to the workforce after having a baby, illustrates this common challenge. When asked about her professional background, she fell silent. After a long pause, she admitted, "This is my problem! I can't talk about myself at all. I can't articulate my value proposition and clarify my career goals." Without a clear understanding of her unique value, Susan couldn't effectively position herself for new opportunities, despite her excellent qualifications and experience. The hesitation many women feel about self-promotion stems from several sources. First, our upbringing often discourages "bragging" or calling attention to ourselves. Second, we fail to recognize that self-promotion is actually a leadership responsibility—it's how you create visibility for your team's achievements and build influence for important initiatives. Third, women face a "double bind"—if they're too assertive, they risk being perceived as unlikeable, but if they're too modest, they're overlooked for promotions. Sharon Allen, who served as chairman of Deloitte LLP from 2003 to 2011, learned this lesson early in her career. She was shocked when several colleagues were promoted and she wasn't. After speaking with her boss, she discovered he simply had no idea of her accomplishments. "You didn't let me know," he told her. This became a pivotal moment—from then on, Sharon made it her intention to ensure key stakeholders were aware of her achievements. The key to effective self-promotion lies in understanding your unique value proposition—how your specific talents contribute to business outcomes. Instead of generic descriptions like "I'm detail-oriented" or "I'm a team player," focus on articulating how your particular approach delivers results that matter. For example, Katie, a digital marketing manager, struggled to advance until she recognized her unique ability to bridge technical expertise with business strategy. She began presenting herself as someone who could translate business initiatives into technical solutions, which positioned her for high-visibility projects across the organization. When communicating your value, tailor your message to your audience's interests and goals. Consider what motivates each stakeholder and position your achievements in terms of how they advance those priorities. This approach transforms self-promotion from uncomfortable bragging into valuable information-sharing that helps others recognize how you can contribute to their success. The most effective self-promotion happens when you demonstrate your value through action. Volunteer for high-profile projects, share your expertise through blog posts or presentations, participate in industry events, and mentor others. These activities naturally showcase your capabilities while creating value for your organization and building your reputation as a subject matter expert.

Chapter 3: Map the Power Dynamics in Your Organization

Understanding who truly holds power and influence in your organization—beyond what the formal organizational chart suggests—is crucial for navigating your career path effectively. Power dynamics are constantly shifting, and failing to recognize these changes can leave you vulnerable to being blindsided or marginalized, regardless of your performance or potential. Rita's experience illustrates how quickly power dynamics can shift. Hired by a senior executive at a small investment firm to sell hedge funds, Rita initially reported directly to him and was positioned for success. However, after a reorganization added another layer of management between Rita and senior leadership, everything changed. Her new manager, though successful at generating revenue, had no management experience and little interest in supporting Rita's hedge fund business. Overnight, Rita found herself without visibility to senior leaders or support for her initiatives. To effectively map power dynamics, you need to use your "Magnifying Glass"—a tool for observing workplace realities beyond the obvious. Start by identifying who makes decisions about resources, promotions, and strategic direction. Pay particular attention to who influences those decisions, as formal authority and actual influence don't always align. Mia discovered this when she was brought into an organization to create a more collaborative working environment. While her CEO verbally supported her initiative, the head of human resources—who believed such initiatives should come from HR—actively undermined Mia's efforts. Most revealing was that despite the CEO's verbal support, he consistently deferred to the HR executive in practice. As Mia observed, "she generates an enormous amount of power from her closeness with him." Recognizing this dynamic was crucial for Mia to understand why her initiatives weren't gaining traction. Pay attention to informal networks and relationships as well. Who has lunch together? Who socializes outside work? Who sits next to whom in meetings? These patterns often reveal influence channels that don't appear on any organizational chart. When Cara couldn't understand why a large contract was awarded without proper approval procedures, her investigation revealed that "the CEO of the software company, the male VP, and this consultant all lived in the same neighborhood. And then, I found out all their kids are on the same baseball team." This hidden connection explained why standard processes had been bypassed. Also observe how change happens in your organization. Who initiates it? Who champions it? Who implements it? The answers reveal both formal and informal power structures. Similarly, notice which behaviors are rewarded and which are penalized. Some organizations reward assertiveness, while others value consensus-building. Understanding these cultural expectations helps you adapt your approach appropriately. Remember that power dynamics are particularly challenging for women to navigate due to gender bias and expectations. Anisha observed how her boss's softer, more inclusive communication style was more effective in her global organization than her own direct approach. Learning from this observation, Anisha modified her communication: "I might think that the marketing piece the global team created was awful, but instead of directly communicating that to the team, I would say, 'Oh my God, you guys did such a great job. And I know you worked really hard on this. Thank you so much. Here are a couple thoughts...'" By consistently mapping these power dynamics, you position yourself to build alliances with influential figures, avoid potential pitfalls, and strategically navigate toward your career goals, even as the organizational landscape shifts around you.

Chapter 4: Build Your Network of Allies and Champions

A strategic network of allies and champions is perhaps your most powerful asset for career advancement. This network not only provides critical information about workplace dynamics but also actively promotes you and opens doors to new opportunities. Without such a network, you're likely to miss out on the informal channels where most senior-level decisions are made. Lisa's story demonstrates the power of strategic networking. After leaving banking to become COO of a technology startup, she discovered her new role wasn't working out. When the CEO asked her to step down after just one year, Lisa was initially frightened—as her family's primary breadwinner, she needed to secure another position quickly. However, her extensive professional network proved invaluable. Once she notified her contacts about her situation, they responded with leads for openings at several financial institutions—many for positions that hadn't even been posted yet. Within just six weeks, Lisa had secured another senior executive role, showcasing how an effective network can serve as a career safety net. Building an effective network requires being strategic rather than simply social. Barbara Annis & Associates' research highlights that while men network primarily for transactional reasons (to obtain something specific), women often network for relational reasons (to build connections). This difference can disadvantage women in professional settings, as illustrated by a senior female executive who was shocked to see colleagues at a networking event looking past her during conversations, focused on spotting the CEO to make introductions. She later realized she had missed strategic opportunities by focusing solely on reconnecting with colleagues. Your network should include three types of contacts: operational (people who help you get your daily work done), developmental (potential mentors or sponsors who can influence your career advancement), and strategic (connectors who provide information and introductions). The most effective networks are diverse and "open"—connecting you with people who don't know each other—rather than "closed" networks of people who all know one another. Research shows that open networks are associated with faster promotions, higher bonuses, and stronger performance reviews. When building your network, look beyond people you naturally like or feel comfortable with. Julie realized this when a male colleague received a promotion she had wanted: "When I came back from my maternity leave, he told me, 'Oh yeah, I interviewed with him and her, and I've been talking and grabbing coffee with such-and-such.' And I realized, 'Oh, wow. Okay, he's really networking within the firm.'" This strategic approach paid off for him, prompting Julie to broaden her own networking efforts. Another crucial aspect of effective networking is leveraging relationships appropriately. Many women build relationships and accumulate "favors" but never "cash them in." As the Center for Work-Life Policy notes, "To their detriment, women perceive cultivating relationships and mobilizing them on their behalf as, at best, an occasional necessity rather than the very exercise of leadership." Don't hesitate to ask for help when needed—most people are happy to assist, especially if you've previously supported them. Create a concrete plan for building your strategic network. Identify key stakeholders and influencers related to your career goals, assess the strength of your current relationships with them, and develop strategies to strengthen these connections. Schedule regular meetings, find commonalities that can spark genuine conversation, and always look for ways to add value before asking for assistance. Remember that in today's global workplace, building relationships across cultures requires understanding different norms—whether that means adapting your communication style or recognizing various approaches to building trust.

Chapter 5: Secure Powerful Sponsors for Accelerated Growth

A sponsor—a senior executive who actively advocates for your advancement—is the fastest track to leadership positions. Unlike mentors who provide advice behind closed doors, sponsors use their influence and reputation to create opportunities for you, promote your visibility, and push for your advancement. This "Get Out of Jail Free Card" can dramatically accelerate your career trajectory. According to research by the Center for Talent Innovation, sponsorship provides a statistical benefit of up to 30% for high-profile assignments, promotions, and pay raises. Yet men are 46% more likely than women to have sponsors. Katherine's experience illustrates the transformative power of sponsorship. After developing a relationship with a senior executive who had followed her career for ten years, Katherine received two promotions within 18 months. Her most recent promotion came directly through her sponsor's influence: "They could have chosen many solutions in terms of how to fill the role. And I know for a fact that he wanted me to be part of that solution... He took the view that I had potential and wanted to find a solution that could include me." Shaheeda witnessed the subtle but powerful effect of having a sponsor at Microsoft. Though she and her sponsor spoke only occasionally, her sponsor's public acknowledgment made a significant difference: "Whenever I'm in a meeting, she actually comes to me and reaches out to me—and either gives me a hug or sort of pats me on my shoulder and chats with me really quickly. And I have noticed when that happens, something changes in people's minds. Suddenly, they start seeing me as someone of value. And people who would be sort of in an adversarial position to what I'm advocating suddenly become believers." Despite these clear benefits, women face several challenges in securing sponsors. First, since most organizations are still run by men, gender bias affects sponsorship dynamics—male leaders tend to sponsor those who remind them of themselves. Second, women's reluctance to self-promote means they're less visible to potential sponsors. Third, many women simply don't know how to find sponsors or feel uncomfortable asking for this type of support. To secure a sponsor, start by researching whether your company has a formal sponsorship program. If so, learn the requirements and process for being accepted, including any unwritten rules. If no formal program exists, identify potential sponsors—ideally senior executives two levels above you with line of sight to your role. Look for executives who have successfully sponsored other women or who are known for developing talent. Make yourself "sponsor-ready" by consistently delivering exceptional results and demonstrating that you're committed to the organization's success. Katherine emphasizes: "At the end of the day, people have to believe in your capabilities. They want to be associated with your success, and they want to be a part of your success." Sharing a mission or values with your potential sponsor creates a stronger foundation for the relationship. Remember that sponsorship is mutually beneficial. Sponsors extend their influence through their protégés, while protégés provide valuable information and support their sponsors' initiatives. Stephanie's sponsor, a senior executive, relies on her for ground-level feedback about leadership team issues that he wouldn't otherwise hear about. Chris Reilly would brief her sponsor on important information from business trips, like discovering that an international office was still using outdated branding and email systems, allowing him to address these issues immediately. When approaching a potential sponsor, be clear about your career goals and how you can contribute to their objectives. Establish regular check-ins and be specific about your expectations and timeframes. Most importantly, demonstrate unwavering loyalty and support for your sponsor's initiatives—the relationship depends on mutual trust and commitment to each other's success.

Chapter 6: Leverage Executive Coaching for Strategic Advancement

Executive coaching—your career GPS—provides the guidance, feedback, and accountability needed to navigate the complex terrain of organizational politics and leadership development. A skilled coach helps you identify blindspots, overcome internal barriers, and develop the political savvy necessary to advance to senior positions and succeed once you get there. Katherine's experience demonstrates the transformative impact of coaching. Despite her talent and dedication, she was frustrated by her lack of visibility and promotion opportunities at her bank. "I really never thought about coaching before, but I realized that I needed to manage my career the same way that I managed my business," she explains. "In usual female fashion, you think that if you keep your head down and do a good job, people will notice. It doesn't always happen." After engaging with a coach, Katherine implemented a strategic career plan that resulted in a promotion to managing director within six months, followed by another promotion to co-head of the Financial Institutions Group within the next year. Executive coaching is particularly valuable for women because their path to leadership resembles a "labyrinth" more than a straight ladder. Authors Alice Eagly and Linda Carli note that women's advancement often follows "indirect paths, sometimes through alien territory," requiring strategic navigation of both visible and invisible barriers. Coaches help women develop the political savvy needed to navigate these complexities while maintaining their authenticity. A coach begins by helping you clarify your career goals and create a concrete action plan with specific, measurable objectives. For Katherine, this involved transitioning from being viewed as simply a top performer to being recognized as a leader. Her coach helped her develop strategies to bridge this gap, including adjusting her appearance to look more executive, modifying her communication style, and delegating more to her team. "It helped me manage my career in a very objective way that was almost like project managed or task oriented. And that's when I started to see results," Katherine notes. Coaches also provide critical feedback on your blind spots and self-limiting beliefs. Lisa, a senior executive in banking, discovered through coaching that her habit of overapologizing and second-guessing herself undermined her leadership presence. "I told myself I am an imposter, and then I'd watch everybody else get all the better jobs," she recalls. Her coach helped her identify this pattern and develop strategies to project more confidence. "When I do go off track, I catch myself and say, 'Okay, what did my coach tell me to do?' And particularly with the 'I'm sorry.' I actually delete it from my emails." Many women struggle with managing workplace politics, viewing it as manipulative or unethical. Mary, an associate general counsel at a hospital system, admits, "I've always been the type of person who tried to avoid politics and kind of looked at that negatively." Her coach helped her reframe politics as relationship-building, making it more meaningful and actionable. With this new perspective, Mary developed a strategic plan to strengthen her internal network, volunteered for high-visibility projects, and ultimately secured a promotion to a new position. Executive coaching is also invaluable during career transitions. When Michelle Keefe moved from pharmaceuticals to healthcare non-profit leadership, she engaged a coach to help with the transition. "Although you know many of the right things to do in a transition, an executive coach helps you think through the very specific approach you will take to inspire and lead a new team, learning the culture, identifying quick wins you can have in the business, and helps you with prioritizing the change and goals," she explains. To find the right coach, seek recommendations from trusted colleagues, check with alumni associations, or use the International Coach Federation's referral service. Chemistry is crucial—you need someone whose style and approach resonate with you, who listens well, and provides honest feedback. Most importantly, be ready to invest in yourself and do the work required. As Lisa says about her coaching experience, "If you can't quantify that return on investment for coaching, I don't know." The results speak for themselves.

Chapter 7: Maintain Your Position at the Top

Reaching a leadership position is only half the battle—staying at the top requires continued vigilance and application of your political toolkit. As you ascend to senior levels, the politics become more intense, the scrutiny increases, and the competition for scarce executive positions becomes fiercer. Your political savvy becomes even more critical than your technical skills for long-term success. At the senior level, political savvy helps you manage your reputation and establish your authority as a leader. As Gerald Ferris and his colleagues note in "Political Skill at Work," "Managers and executives must consciously manage the image they project, and do so to perfection, with political skill." This is particularly challenging for women, who face greater scrutiny in upper management due to their relative scarcity in these roles. Sallie Krawcheck's experience demonstrates the danger of being an "outsider" at the top. Despite her impressive credentials as "the most powerful woman on Wall Street," she lost her position at Bank of America because, as an outsider to the bank's culture, she struggled to navigate its complex workplace dynamics. "Unhappily, my implicit bet that the parent company culture was one I could navigate effectively was incorrect," she later wrote. This illustrates how even exceptional talent can be undermined without the political capital to sustain it. Research by Strategy& found that women CEOs are more likely to be forced out of their positions than their male counterparts—38% of female CEOs were asked to leave compared to 27% of male CEOs. The study concluded that many of these women failed because they were brought in as outsiders without sufficient time to build the relationships and understand the unwritten rules necessary for success. To maintain your position at the top, you must continue using all the tools in your political toolkit with renewed focus. The Mirror—your tool for self-reflection—helps you lead authentically from your personal power and maintain awareness of how your actions affect others. Charlotte Beers, former chairman of J. Walter Thompson, emphasizes that "deeply felt self-knowledge is the key to unlocking your best and strongest self at work. This is what underlies the emotional intelligence that lets you empathize with and motivate others." The Magnifying Glass remains essential for monitoring shifts in the workplace landscape. Your focused attention to changing dynamics protects you from potential power plays and helps you identify possible roadblocks before they derail your initiatives. As Kathleen Kelly Reardon writes, "The politically astute stay in touch with what is going on around them and communicate with others in ways that align their goals with those in power or soon to be in power." Your Pass Go Card—your strategic network—becomes even more valuable at the top. Research shows that effective managers spend nearly half their time on networking activities. Your network not only provides critical information but also includes champions who advocate for your leadership initiatives. This network should expand to include current and former colleagues both inside and outside your organization, creating a safety net if organizational changes threaten your position. The Get Out of Jail Free Card—sponsorship—continues to be important even after promotion. Develop relationships with multiple sponsors, including some outside your organization, to increase your executive reach and expand your influence. Consider becoming a sponsor yourself for talented women in your organization, which can strengthen your own position while developing future leaders. Finally, maintain your relationship with your GPS—your executive coach. The Center for Creative Leadership found that "executive derailment" is primarily caused by a lack of social effectiveness—precisely the area where coaching provides the most value. A coach helps you navigate the increased pressure of leadership positions, manage challenging relationships, and overcome the "superwoman complex" that leads many women to take on too much responsibility. Remember that success at the top requires ongoing vigilance and adaptation. As author and Harvard professor Rosabeth Moss Kanter observed, "The most radical thing we can do is stay put." Staying put at the top requires all your political skill and savvy, continuously applied and refined.

Summary

Breaking through the glass ceiling requires more than exceptional talent and hard work—it demands a sophisticated understanding of workplace politics and the strategic application of tools to navigate this complex terrain. Throughout this journey, we've explored how the invisible rules of the game create unique challenges for women, and how mastering self-promotion, mapping power dynamics, building strategic networks, securing sponsors, and leveraging executive coaching can transform your career trajectory. The most important insight is that political savvy is not manipulative or inauthentic—it's an essential leadership skill that enables you to fulfill your potential while helping others succeed. As Marilyn Tam wisely noted, "Honestly, don't think of it as politics. Think of it as relationships. And when you think of it as relationships, you're not doing something that is bragging or boastful or negative or manipulative. You are doing something that is benefiting everyone in the organization because you are sharing and understanding how we can collectively come together in a way that serves." Start today by identifying one relationship you can strengthen or one opportunity to communicate your value more effectively. Remember that each small step you take to engage with the political dimension of your workplace brings you closer to breaking through that glass ceiling and claiming the leadership role you deserve.

About Author

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Bonnie Marcus

Award winning entrepreneur, Forbes contributing writer, and executive coach, Bonnie Marcus, M.Ed., assists professional women to successfully navigate the workplace and position and promote themselves to advance their careers. With 20+ years of sales and management experience, Bonnie’s extensive business background includes CEO of a ServiceMaster company and VP of Sales at Medical Staffing Network and two others national companies in the healthcare and software industries. She has held executive positions in startup companies and Fortune 500 companies.Bonnie started her corporate career at an entry-level position and worked her way up to the top of a national company. Her passion is now to help other women embrace their talent and ambition and step into their full potential and workplace power. Bonnie shares her message globally through speaking engagements, live and virtual workshops, blogging, and her popular podcast, Badass Women at Any Age.Bonnie’s book, The Politics of Promotion: How High Achieving Women Get Ahead and Stay Ahead, provides a roadmap for women to navigate the complexities of the workplace and position themselves for success. Not Done Yet! How Women Over 50 Regain Their Confidence and Claim Their Workplace Power, will be published March 2021. A certified coach, Bonnie has been honored by Global Gurus as one of the world’s top 30 coaches in 2015-2020. She has been acknowledged as one of the top 100 keynote speakers in 2018 by Databird Research Journal. Bonnie received a BA from Connecticut College and a M.Ed. from New York University. Bonnie’s website is www.BonnieMarcusLeadership.com. She can be reached by email at [email protected] and on Twitter and Instagram @selfpromote. Read her articles on Forbes at www.forbes.com/sites/bonniemarcus. Her podcast, Badass Women at Any Age is available on Apple Podcasts.

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