Hi Monkeys, I wanted to get your opinion. I’m at a F500 BU sourcing deals, executing market diligence, building out deal thesis and models, etc…the BU hasn’t done a deal in over 5 years and needs one to deliver to the corporation. I started my role 18 months and have a strong chance of closing a meaningful deal. It’s been a team effort and not one person should solely get credit. I feel like I had a significant role in the deal and want to get opinions on if I should lobby for a promotion? How would you go about it if you were in my shoes?
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Never hurts to lay out your expectations to your manager. At the end of the day you're the only one who knows the culture of your company. Given you are asking about this and don't feel like it's a given, I would make sure to manage your own expectations so not to be let down. Congrats on the deal but get it done!
How would you lay out expectations without sounding demanding or entitled?
responded to your comment but it showed up as a new one.
I think it's all based on tone. You can certainly say that you'd like for something to happen without putting a gun to someone's head and threatening to walk.
Employee: " Hey Manager, I'd like to get some time on your calendar to discuss my career outlook and progression at this company"
*meeting on the books*
Employee: "Thanks for taking the time, I appreciate the opportunities I have had at this company. I feel like I have been integral in a lot of the progress we have made and would like to know more about how I can add more responsibility to my plate. I've been here for almost 2 years now and looking back it doesn't seem like we have closed a deal in some time. We just closed XYZ deal that contributed ABC value to the company, I learned how to do DEF from the process. I feel like closing this deal really showed my ability to manage a workstream and get something over the finish line. Can we work together to develop a plan that will provide me a clear path to getting to the next level?"
That's how I'd approach it and how I'd like for one of my employees to structure a conversation with me. The most important thing is understanding that is that it likely with not be a "right now" thing and that you'll have to develop a plan that your leader can take to HR and the other decision makers.
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