What C-Suite Leaders Actually Look for When Promoting
The unfiltered truth about advancement decisions from the executives making them
Hi there,
We’re taking all of June to deep-dive into the topic of Skill-Based Career Building. Companies are including “skills competency” into their promotion and compensation decisions, which we support because it further minimizes bias in the workplace.
But what are the less obvious skills or leadership attributes that leaders look for, that aren’t listed in job descriptions or performance review criteria?
We asked our network of executives a simple question: Beyond the obvious technical skills and performance metrics, what do you really look for when promoting someone?
Their answers reveal the hidden criteria that rarely make it into official promotion guidelines.
The TLDR Summary:
The executives we spoke with consistently valued people who:
Maintain composure and connection during crises
Lead through influence rather than authority
Solve problems proactively without being asked
Translate complexity into clarity
Stay human during difficult moments
Build others up rather than just promoting themselves
Demonstrate strategic visibility and change leadership at the mid-career level
The Ability to Stay Calm When Everything's on Fire
Randy Frank put it bluntly: "Staying calm, asking the right questions, and reading the room when things are on fire. This was something that helped me stand out when others were not able to focus or maintain connection."
This isn't about never feeling stressed—it's about being the person others turn to when chaos erupts. While your peers are scrambling, you're the one asking clarifying questions and maintaining perspective. It's a skill that's impossible to fake and incredibly rare to find.
Quiet Leadership That Doesn't Need a Title
"Can you be the person who others follow because they trust them, not because they have the title," Frank continues. "So, sometimes the C-suite understands the quiet leader."
This resonates with what Julie Davis looks for: "I like signs and stories that they see problems others haven't pointed out to them and fix them without being told." She wants people who demonstrate systems thinking and initiative—those who spot issues before they're assigned to them and solve problems without escalating everything up the chain.
The key insight? Leadership isn't about commanding a room; it's about earning trust through consistent action.
The Translator Who Sits in the Gray
Frank highlighted another critical skill: "Can you help translate complexity or even confusing information and help to clarify. Can you sit in the gray? Can you help?"
In a world of information overload, executives value people who can distill complexity into clarity. This means being comfortable with ambiguity while helping others navigate uncertainty. It's not about having all the answers—it's about helping others find their way forward.
The Human Connection in Tough Moments
"People who can take feedback, deliver it, and stay human in tough moments stand out more than you'd think," Frank observed. "So, it really is the soft skills at times that can make you stand out."
This goes beyond basic communication skills. It's about maintaining relationships during difficult conversations, delivering hard truths with empathy, and receiving criticism without becoming defensive. In an era of remote work and digital communication, this human element becomes even more valuable.
The Problem-Solver, Not the Problem-Avoider
"People at work try to avoid problems, but if you can be the person who jumps in and helps align departments, manage a difficult client... you really stand out," Frank noted.
Dave Trifiletti echoes this, looking for people who are "performing the functions and responsibilities of the role for which they're being considered for promotion... consistently demonstrating the behaviors."
The pattern is clear: while others avoid messy situations, promotable people lean into them.
The Team Builder Who Brings Others Along
Abby Spatz focuses on whether someone "proactively includes others/brings others along as a part of a team/process/project" and "recognizes others as a part of a win/demonstrates team orientation vs self-promotion."
This isn't about being nice—it's about understanding that sustainable success requires building others up. Spatz also looks for people who "frame recommendations around the customer benefit/impact, the cultural impact/brand relevance, & the company/revenue impact."
The Well-Rounded Human
Angela Solk takes a different approach entirely: "I look for folks that do things for their mind, body and others. I find a well-rounded person that shows they care about themselves and doing for others is driven, collaborative, positive and possesses leadership traits you can't always find just by asking work-related questions."
This perspective suggests that how you show up as a whole person—your interests, values, and how you treat others—matters more than many realize.
Strategic Visibility at the Mid-Career Level
At the mid-career level, technical expertise alone is no longer enough. To move into leadership, you must demonstrate strategic visibility—the ability to shift from task execution to driving outcomes and leading through others, even those who maybe were once peers. Leaders look for individuals who understand the broader business impact and can align their teams to organizational goals.
Equally critical is change leadership—navigating difficult conversations, leading through transformation, and building trust during periods of uncertainty. The courage to lead with empathy and clarity during tough times isn't just valuable, it's essential.
One of the most powerful pieces of advice Melody Simmons-Hudson received from a mentor during her mid-career journey was this: "Own your leadership presence, think beyond your function, and show you're ready to lead at scale."
That wisdom stayed with her—and it's exactly what helped shift her perspective from individual contributor to strategic leader.
The Reality Check
Frank also shared the uncomfortable truth: "And then there's the darker side—bias, politics, the 'mini-me' syndrome where leaders promote those who remind them of themselves. The charisma over competence choice is something we always have to deal with."
This honesty is refreshing and important. While we can't control bias in others, we can be aware of it and focus on building the skills that transcend subjective preferences.
Closing Out
These aren't skills you'll find in most job descriptions, but they're often what separates those who get promoted from those who don't.
The next time you're in a challenging situation, ask yourself: Am I the person others turn to for clarity and calm? Am I solving problems or avoiding them? Am I building others up or just focused on my own advancement? Am I thinking beyond my function and showing I'm ready to lead at scale?
Your answers might just determine your next promotion.
You've got this. We've got you.
Share your experience or thoughts with us - did you get feedback on something that helped or hurt you during promotions that was new to you?
We’ve identified 15 criteria that managers consider when determining promotion eligibility. How many would you be able to check off? Upgrade your subscription to access our Promotion Checklist.