Template

Promotion conversation template

A manager and an employee talk honestly about the next level: what it requires, where they already show it, what is missing, and a realistic plan and timeline.

30 minutesFor A manager and one employeeAgenda room

Change the agenda first

The agenda, with a time for each part

What the next level asks for7 min
- What does the next role do differently from yours today?
Where you already show it7 min
- Where have you done that work already?
What is missing8 min
- Which gaps would a promotion panel see?
The plan6 min
- What chances will you get to show it in the next few months?
When we will look again2 min
- When do we check progress?

How the notes read afterwards

A made-up example, so you can see the shape. In a real call each line carries the words that were said and who said them.

Next level. Senior engineer: leads projects across teams, mentors others.

Already. Led the payments migration.

Missing. No mentoring yet; design reviews mostly as a listener.

Plan. Mentor the new hire from January; lead the design review for search in March. Check in end of March.

Running it well

Use the written expectations for the level, not a feeling. Both of you should be reading the same description.
Be honest about gaps and timing. A vague “soon” that turns into a year costs more trust than a clear “not this cycle, and here is why”.
Create real opportunities to show the missing skill, not just advice.

Ways to change it

After a promotion is turned downExplain the decision and the gaps first, then the plan.

Moving to managementAdd a conversation about whether they want to manage people, and a trial with one direct report.

When to skip it. If the person has not asked and is not ready — but still talk about growth in your one-to-ones.

Questions

How do you ask for a promotion?

Understand what the next level requires, gather examples of where you already do that work, ask your manager what is missing, and agree a plan and timeline.

What is a career ladder?

A written description of each level in a role — what people at that level do and are responsible for — used for growth and promotion decisions.

How should a manager discuss a promotion that is not happening yet?

Honestly and specifically: which expectations are not yet met, what opportunities will help, and when progress will be reviewed.

What happens in the room

Everybody joins from the link, with no account. The agenda sits beside the call and each item fills in with what was said about it, under the name of the person who said it.

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