Five Mistakes that Will Stymie Your Career Progress - Slide 3

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Next Assuming you'll get the feedback you need in your performance review-3 Next

Assuming you'll get the feedback you need in your performance review

Most annual performance reviews give people feedback on what they need to do to improve their performance in their current job — not what they need to do to get ahead. Often, the person giving the review doesn't know the criteria more senior managers use in making promotion and placement decisions, and they often lack a good sense of how the employee is viewed by those higher-level decision makers.

"The onus is on aspiring executives to take the initiative and do the hard work to extract deeper feedback," said Mr. Beeson. "Smart managers set up a series of career conversations with their supervisor and other senior managers to get a true sense of their companies' promotion criteria as well as the things they need to display to breed confidence in their ability to succeed at higher levels."

"As much as companies say they want to develop future leadership talent, most do a poor job of specifying the requirements for advancement. As a result, many managers operate under false assumptions about what's needed to get ahead," said John Beeson, succession planning and organizational development expert and author of The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level (Jossey-Bass, 2010 ) . "In this environment, those who leapfrog to a higher level realize that they need to tease out deeper feedback and make adjustments not only to how they approach their work but also how they display their skills to key decision makers."

This slideshow highlights the five executive promotion killers identified by Beeson.

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