Here’s how to make your move.

If you’re waiting to get promoted, you’re already falling behind.

If that actually worked, I wouldn’t be writing this from the awkward afterglow of a 1–1 with my manager.

So I’m documenting this now — raw, fresh, probably still blushing — because I just realized something crucial: your promotion is your project.

Not your manager’s.

Waiting to be recognized is one of the fastest ways to stall your career.

Waiting for them to recognize your potential without proactive communication is a passive strategy that rarely pays off. When you dismiss communication as “not your job,” you unintentionally strip yourself of agency. You become a spectator in your own career story, vulnerable to misunderstandings, frustration, and stagnation. Yes, your boss has influence — but the person who is hurt most when things break down is you.

It’s easy to think your manager should “just get it” — that they should understand your goals, see your progress, and advocate for your next step. And maybe they should. But what if they don’t? You can roll your eyes and call them incompetent, or you can take ownership of what you can control. The hard truth is, you can’t change your boss, but you can change your approach. If you want better outcomes, you need to become the driver, not the passenger. That means putting effort into making communication work, even when it feels one-sided. Not because it’s fair — but because it’s effective.

Ultimately, this is your career.

Your growth.

Your ambition.

So, it’s in your best interest to create the conditions that help your manager help you. This means clarifying your needs, making your progress visible, and expressing what support would enable you to contribute even more. A good manager will appreciate it. A mediocre one will be made better by it. Either way, you’re no longer waiting to be noticed — you’re stepping up to be seen.

If you like analogies, working with your manager toward a promotion is like planning a meaningful trip together — you’re not just hoping to end up somewhere better, you’re intentionally mapping the route.

First, figure out where you want to go.

What role are you aiming for? Pull up the job description of that position and treat it as your destination. You wouldn’t buy a plane ticket without knowing the endpoint, and the same applies here: clarity of direction is everything. Be specific — don’t just say “I want to be a team lead.” Say “I want to be a team lead in X department, responsible for Y and Z.” That’s your travel destination.

Next, create the itinerary.

Compare where you are now to where you want to be by reviewing the expectations in the job description. Do a self-evaluation: What progress have you made so far? Document concrete examples — projects delivered, metrics improved, skills demonstrated. Then, identify what you’re missing by seeing which boxes are still unchecked (I am picturing you with an excel sheet or some sort). Are you lacking leadership experience? Technical fluency in a certain area? Write down the action steps to close those gaps and define the kind of support you need — mentorship, a training course, shadowing opportunities. This isn’t just a growth plan. It’s your boarding pass.

Once your plan is sketched out, bring it to your manager.

Think of them as your travel agency — they know the route, the timing, the hidden costs. Share your itinerary and ask for feedback: Is this realistic? Are there better routes? What milestones matter most from their perspective? Be open to changes; the journey is shared, and their insight is invaluable. The goal here is agreement — on both the destination and the steps. Once the itinerary is finalized, you’re no longer just wishing for a promotion — you’ve partnered with someone who can help you get there.

Finally, start your journey.

Promotions don’t happen overnight, so treat this like a long trip that requires regular updates. Set up a recurring check-in with your manager — maybe monthly — to review progress. Are you hitting your key milestones? Have new roadblocks appeared? Use each check-in to revise your course and show momentum. By treating your growth like a trip — with a destination, a detailed plan, shared buy-in, and consistent tracking — you make it much easier for your manager to promote you. Because now, they’re not just evaluating you — they’re traveling with you.

Promotions don’t go to the quiet, the passive, or the polite — they go to the prepared.

You’re not begging for a favor. You’re making it easy for them to say yes when the opportunity arises. So stop waiting for someone to notice your potential like it’s a some buried treasure. Dust it off, put it on display, and hand your manager the map and say, “Shall we take this trip together?”

Because when you own your growth, your promotion stops being a mystery — and starts becoming a matter of time.