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"post_content": "What are your views on promotions — should they ALWAYS be driven by the employee (“I want a promotion. How do I make this happen?”) vs. the manager (“I think you’re ready to grow into a new role”)? \nI recently got a new manager who aligns with my career interests, but both of us are still under my previous manager who treats people as resources. I’m bitter about the upward progress of peers on other teams (w/ better managers), a combo of FOMO + feeling like I’ve failed myself.",
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In my experience, I have always been the one to drive a real promotion.. I have found no one really cares about you career as much as yourself!
I think it’s important to work with your manager and set goals/targets early on and discuss what it’s going to take for you to get a promotion. And once you hit that target or goal it’s going to be a lot easier to bring it up to them.
Since your company in such the early stages I think that discussion with your manager about expectations + goals is essential. That way you at least have some guided path and start knowing how to track it better :) if you feel you are already there I would really try to break down the impact you have had a the company to reach show them why you deserve it!
I don’t have a job description and my company is still building its career ladder. I *feel* that my contributions surpass that of an RA but it’s very difficult to show that without clear parallels to RAs/Sr. RAs at other companies.
The thing is that <10% of what I do is standard RA work. I spend just 3hr/wk in lab and am no longer directly involved in running experiments. Salary sites (salary, payscale, glassdoor, etc) can’t account for that, unfortunately
I think it's a combination of both, to be honest. Your manager has to play a part, but you do too. I've made progress in my career over the last few years with a combination of tactics - stepping into needs and resolving them without being asked to do so, asking for stretch opportunities, building allies within my company who are outside of my direct reporting chain, and sometimes outright asking for a boost/promotion (while providing documentation of my performance to my manager so they could take it up the chain as justification.) My path has been nonlinear as a result but this strategy has taken me from being an individual contributor on one program to being a senior director with cross market influence in about three years. Without having to step on any toes, push anyone else down, or burn any bridges!
I haven’t heard of “Inpact Players” but I’ll add it to my list! Currently working through 2 recommendations from influential coworkers:
“The Art of Impossible” by Steven Kotler
“Power” by Jeffrey Pfeffer
I guess my hesitation there is that my former manager leads Ops and I have no interest in going down that path (inventory, equipment management, utilities planning). Feels like a dead end. My current manager & I are both under my former manager but bridge the data/research gap (not exactly Ops), which I feel has more potential
For your documentation, RA, can you show how the work you are doing impacts more than your immediate team? Or show how what you do has helped to win your company more business? Those types of evidence tend to be seen very favorably. Without naming names of other RAs, can you document your work to show that you are successfully executing on all the tasks an RA typically does, and then add a "but wait, there's more" set of efforts? At least in my company, individuals who take initiative in that way tend to benefit in their careers...
Definitely. Due to the highly generalist/Jack of all trades responsibilities, my impact in the company is pretty far reaching (especially in building systems to simplify & streamline common tasks). I recently had to do that for our annual review cycle but my manager pushed back because she felt the amount of time put into a project held greater weight than the impact (..🧐). Most other RAs are strictly in research. I’m ~10% lab time now, the rest a split between data structure work & Operations. There’s no obvious alternate title for me.
At work, people are resources. Make yourself more resourceful than your peers, express your career goals, and take an interest in your manager’s career goals. I believe these three things are critical to getting promoted.
Additionally, schedule time with your boss’s boss to ask for feedback.