In my view, the meta-advice is to understand the goals and constraints of your boss (and their boss), and work towards those goals (while adhering to the constraints). With that perspective, we can derive some rules of thumb: 1. Promotions are not a reward for past performance. Instead, they are a bet that you will contribute more towards those goals with a promotion than without one. 2. As the OP says, if you are de…
I really don't get this > if you are demonstrating performance at your boss's level, that's evidence/proof that a promotion is warranted If you're an engineering IC, and your boss is a manager with 4 other ICs, your boss's goals are twofold: get at least 5 ICs worth of results from the team, and managing people. So to do what you and TFA suggest literally you can either: - Do 5 ICs worth of work - Start managing peop…
Anecdotically, a coworken in my group started, on his own initiative, to “play manager” in out team, because he wanted to “help us all”. Of course he just wanted to ascend the ladder. That backfired instantly and spectacularly. I would never act with any authority if it was not very clearly delegated by my team, or my superior; and even then I would walk like in thin ice for the first 6 months