How can you identify the best candidates for promotion within your team?

The behaviours I look for (and enjoy) in a new team member or leader is rather "Old School". Suprisingly, they seem to remain relevant. So think abut this. 1. Turn up 2. Deliver on their Promise/ Product /Price /Process 3. Help other team members deliver on their promise 4. Be the carrier of light heartedness 5. Laugh 6. Always listening about how to use less time working and more time thinking about adding value and keeping the customer happy. Simple. I have only worked in a team like this twice. I learnt so much, as I grew into leadership and always felt supported, especially when my promotion was cheered for by the team.

Look for people that do things they don't have to do and are will bring up suggestions for improvement when not solicited. Sometime these people may not be the favorite of their immediate supervisors because they are willing to buck the status quo but they will bring innovation and move the organization forward. Look for people that are willing to speak up and tell you the hard truth, even if it does not align with what you are saying but then are a team player and can carryout the mission after they speak up.

Few things that stand out for me: 1- A visible demonstration of "I own the place and the place owns me" with a willingness to take on more responsibility 2- The person who most deserves formal authority is one who least needs it - a collaborative spirit; someone who knows how to work for, with and get work done from others 3- Creates ecosystem where ideas win rather than egos a la "Strong opinions, loosely held" 4- Treads the fine line between process and outcomes. Both the ends and the means matter. 5- Understands both "Who We Are" and "Where We Want to Be"

They identify themselves to me. Over and over and over again. Directly and indirectly through others. I am in ABR mode (always be recruiting) and moving the deck chairs around, always looking to optimize and improve. When you are in this mode constantly and have shifted from managing tasks to managing people and the strategy, you will know. So much of it hinges on your own leadership development and how much you "see" things and stay connected to people.

In a nut shell, make it simple. Look no further than nice personality, positive thinking, initiative taking and previous achievements. That's it!

In my experience, it’s important to identify candidates who exemplify the organization’s values. They demonstrate living the values consistently, especially when challenged. Promoting such people inherently sets them up for success since they will align to more senior levels of the organization as well as promote the values to their team by walking the talk. This creates a level of sustainability and continued growth for the candidate while expanding the leadership bench.

In my experience, the best candidates for promotion are those who are already delivering at the level and maturity expected at the new higher position. Therefore, the best promotions are those that are obvious to all in hindsight.

Il faut se focaliser sur l’intelligence émotionnelle qui va permettre d’adapter la meilleure décision à la situation. C’est ce qui fait la différence !

Observing candidates in their current role will only tell you what they do well today, not what they can do or can develop in the future. I'd recommend using projects and stretch assignments to test and allow them to showcase how they respond in challenges they have not experienced before. This will show you much more about their agility and potential to step up.

Folgende Parameter sind für uns bzgl. der Evaluation von Beförderungen entscheidend: 1️⃣ Klare Definition von Skills, KPIs und Kompetenzen: Bevor wir uns auf die Suche nach potenziellen Kandidaten für Beförderungen machen, analysieren wir genau, welche Fähigkeiten und Kompetenzen für die neue Position erforderlich sind, sowohl technische als auch zwischenmenschliche Fähigkeiten finden hier Berücksichtigung. 2️⃣ Abstimmung mit strategischen Zielen und Vision: wie kann die Beförderung diese unterstützen? 3️⃣ Analyse der Auswirkungen auf das Team - die Dynamik und Arbeitsbelastung des bestehenden Teams muss positiv beeinflusst werden. 4️⃣ Erstellung eines klaren Bewertungsrahmens - Der Schlüssel ist, dass es objektiv und fair abläuft.

Who everybody likes is a factor but not the only factor. People looking after mates is a good way to go backwards or sideways because they protect each other rather than make objective decisions. Cultural fit and strategic fit (which differ based on where the company is at) are more important than a popularity contest.

El sesgo personal no siempre se traduce en la mejor fuente de referencia. Además, muy pocas fuentes entenderán a cabalidad tu propósito.

Wichtig für die Einschätzung zur einer Beförderung ist auch zu bewerten, ob und wie der Kandidaten mit Feedback umgeht. Nimmt er Feedback an und kann das Feedback aus verschiedenen Quellen für sich nutzen und sein Verhalten anpassen. Es geht folglich um die Veränderungsbereitschaft und Veränderungsfähigkeit.

In my experience, I have found the best candidate is very much admire and respected by their own peers. They tend to be the "go to person" among the group.

Equilíbrio emocional e resiliência são qualidades importantes que deverão ser avaliadas para funções e atividades que podem ser submetidas ao estresse.

Understanding each team member's career aspirations is essential. Not every individual contributor desires to manage people. If you do not have the conversation first, what you think is a reward, could be perceived as a punishment for your star IC.

Always hire / promote someone like you are hiring your boss! Values, aspirations and leadership are important aspect to look at. If you accept that the person in your team can be your boss than they deserve that promotion.

O sucesso da "escolha" depende sobretudo de quanto o colaborador se identifica e acredita que de fato é onde empreenderá o esforço necessário para fazer o seu melhor a cada dia. Isto não quer dizer, que ignore as dificuldades e obstáculos a serem enfrentados, ao contrário é uma escolha consciente. Pois, sabe dos espinhos e armadilhas do caminho, reconhece suas dificuldades, contudo as enxerga como oportunidade de aprendizado e crescimento. Para quem está na missão de decidir quem será promovido, esteja aberto a conduzir diálogos amplos com os candidatos, pontue e explore as questões mais relevantes da função, e, busque referências para conhecer a jornada já percorrida que os faz serem considerados a esta promoção.

In my view, once we shortlist who we want to promote, we consider their aspirations to align with the common goals: 1. We have an open discussion about career aspirations, making sure the promotion aligns with their passion and long-term goals. 2. We explore their hunger for growth. Understand learning needs and readiness for the challenges of the new role. 3. We assess their dedication by understanding their values and motivations, making sure the promotion is a fulfilling journey for both them and the organization.

Vor jeder Beförderung sollte das Gespräch mit den Kandidat:innen gesucht werden. Es gibt zu viele hochgelobte Menschen, deren Performance nach der Beförderung einbricht. Das liegt in den seltensten Fällen an der Person selbst, sondern vielmehr an der mangelnden Klarheit der neuen Rolle und dem falschen Einsatzort für die eigenen Stärken. Das Modell Beförderung halte ich aber an sich für überholt. Versteht man Organisationen als Netzwerke, ist es die Aufgabe der Führungsperson, die Menschen an die richtigen Knotenpunkte zu setzen, um das Kompetenznetzwerk zu stärken und die Teameffizienz zu fördern (siehe 7 Tugenden effizienter Organisationen).

All things aren’t equal. Simple. I look for people that get things done in a timely manner. I’ve worked with and managed many capable of articulating the complexity of problems and hurdles but less the solution and timeline for completion or gating items on a continuous improvement path that improves organizational performance. There is real leadership and responsibility in doing that; and risk. I promote people that run to the fire rather than fanning the flames and observing the wondrous colors.

In my experience this is a process not a decision. Part 1 establish the set of expected performance metrics a person should be meeting at each level. Part 2 identify that someone both meets their current level metrics and starts to meet the metrics of their next level. Encourage and foster these new performance expectations. Part 3 once they consistently perform at the new level. They are ready to promote. Promoting someone that isn’t already meeting the expectations of the new level is a massive risk that they will never meet expectations. In addition when moving someone from IC to manager make sure the individual doesn’t just meet the technical requirements but also they understand and express the soft skills needed as a manager.

I usually don’t subscribe to reducing people to a left/right column of pros/cons to compare or evaluate candidates. I think that’s a myopic approach, is dehumanizing, and isn’t very helpful. I look for capabilities and talent, not a cookie cutter prospect that checks a set of job-req bullets. Utility players usually workout better and are situated to promote company growth over specialists —capable utility players tackle tough challenges, operate well in ambiguous environments, and provide solutions and options to solve problems vs wringing their hands admiring it.

Of course, experience related to the position along with past performance in related roles. By comparing their goals with that of the company, and identifying any of the reasons that hinder overall success, you will ultimately determine if it’s logical to move forward.

In this process, one of the most important things leaders need to do is explain their choices in a way that makes sense. This means that you should not only praise the people who were promoted, but also give helpful feedback to the people who weren't chosen. It is very important to be open and honest about the reasons for the choices, including how each candidate met the strict requirements. This practice builds a culture of openness and trust within the company, making sure that everyone on the team knows how the promotion process works and feels appreciated, no matter what happens.

Almost always, promotion is based on performance in a current role and past achievement. Everyone has a capacity, and hence at some point, further performance will be shy (Peter Principle). Some of my criteria to promote include ones capacity, ability to change in a new role, adaptability to new requirement (AI etc), and the "desire" to upgrade knowledge / academics.

Attitude and aptitude to shoulder higher responsibilities is a very critical attribute. Performance at current level of responsibilities does matter however is not sufficient. Many get promoted based on current performance and suddenly face no competence at higher levels. Their careers collapse unless they re-skill themselves or take a step down.

I have developed a standardized Role Competency Matrix (based on Rutherford levels) for most Software Development positions in Development, QA, Architecture and Management. It uses competencies like Design and Technology, Teaming, Problem Solving, Critical Thinking, Decision Making, Ownership and Accountability etc. I use this to determine if the individual is consistently exceeding expectations (4 out of 5) of the current role and is often operating at the next level. I ensure the individual is presented with challenging projects that help them demonstrate at the next level. Combined with the Outputs and the impact created by the individual, they automatically move to the next level in a transparent manner across the team and the company

Tener un buen equipo es uno de los grandes valores que puede tener una Compañía. Para qué buscar candidatos afuera cuando puedes tener talento dentro de tu organización? Una de las funciones de cualquier responsable o lider es acompañar a los miembros de su equipo a que se desarrollen dentro de la organización.

Attitude and aptitude to shoulder higher responsibilities is a very critical attribute. Performance at current level of responsibilities does matter however is not sufficient. Many get promoted based on current performance and suddenly face no competence at higher levels. Their careers collapse unless they re-skill themselves or take a step down.