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It seems people are too impatient these days.Three years as a successful, invaluable, competent ACD is laudable. I, personally, think at least two more years of that level of performance would be needed to adequately prepare you for the heavy weight of responsibility you would have to bear. At this point, however, it would probably serve you well to ask your director to rely on you a little more to better train you to move up -- either has his replacement when he is promoted, retires, or leaves for greener pastures. Don't be in too much of a hurry to trade a successful position for one that might mar with failure.
It's also worth considering whether there's a clear need for the role and, if not, perhaps that might be why it isn't being offered? In my experience, the higher up the chain you go the greater the shift from maker to manager is. So the question is then, what team shape best suits your agency or department? If there isn't a need for more people with a heavier emphasis on management. Or maybe there's a concern that the group might become too 'top-heavy'. Not that CDs can't be think tanks like the rest. Only that in many agencies, their day-to-day can become a little more internally focussed as they support their teams and also input into the wider agency. Just things to consider. Essentially, that some promotions aren't only down to an individual's aspirations but also whether the change makes sense in terms of a company's stucture.
When I was a CD at Saatchi, I was told to never, ever promote anyone. Use them for as long as you can, but raises and promotions were verboten to be discussed in exec leadership meetings.
It took me 16 years to become a CD in one of the best agencies in US. How much experience do you have?