What the Experts Say

Your rising star expects a promotion. It feels inevitable, the rightful reward for their effort. The problem is you can’t deliver it. Managing the gap between their expectations and reality is one of the hardest parts of leadership, and it’s becoming more common, notes Dan Schwabel, managing partner of Workplace Intelligence, a research firm, and the author of several books, including Back to Human: How Great Leaders Create Connection in the Age of Isolation. “We’re in a job-hugging job market,” he says, meaning employees are clinging to their jobs for fear they can’t find another one. “There’s less mobility and fewer spots to grow into.”

But career growth doesn’t necessarily require a title change. Your job is to drive that growth through expanded responsibilities, new skills, and greater visibility, says Anthony Klotz, an organizational psychologist at University College London and author of the forthcoming book Jolted: Why We Quit, When to Stay, and Why It Matters. “People tend to stay committed to organizations that invest in them, and investment is defined broadly,” he says. “They need to feel like their career is moving forward, not standing still.” Here’s how to make that happen.

First, be upfront 

You might dread telling this person there’s no promotion on the horizon, but they can likely read the room. “You’re validating what they already know: The job market is tight and people are holding on,” says Schwabel. Still, he recommends being as transparent as possible: Acknowledge what’s going on, what’s driving it, and how long it may last. “There are so many moving parts and you can’t promise that there will be an opening in six months or even two years.”

Context is useful, adds Klotz. He suggests looking at senior-level turnover over the past two decades and comparing it with recent years. Showing them that turnover is low now in your organization helps them understand the situation for what it is: an external constraint, not a judgment on their performance. “They’re not being singled out,” he says. “The goal is to shift the conversation from ‘That’s unfair’ to ‘That makes sense.’”

Then, listen

That doesn’t mean they’ll buy it right away, however. They’ve put in the work, and it’s understandable if they feel the organization isn’t holding up its end of the bargain. “Promotions have become the primary way people track career success,” says Schwabel. “They want something they can post on LinkedIn.” Which is why Klotz recommends that once you’ve delivered the news, you shut up and listen. You don’t know how they’ll react. It could be relief, anger, disappointment, or they might say very little. “Let them know you support them and that you have ideas, but you want to hear from them first,” he says. “Give them room to be honest about how they’re feeling and what would help.”

Ask questions

They may need time to process. But once they’re ready, Klotz advises asking about the kinds of challenges they want to take on. “Show that you’re committed to keeping their career moving forward.” Your first priority is to understand what they want and where their ambitions lie, says Schwabel. “If they say, ‘I want to get to the next level’ or ‘I want to do what you’re doing,’ dig deeper.” Ask: What types of problems do you want to solve? Which parts of the business energize you? What capabilities do you want to be known for? Your goal is to turn their frustration into direction. “You’re trying to map what they want against what could eventually open up—even if there’s nothing available today.”