#promotion

It’s honestly wild, good for them buddying up with M.L. from the start and getting in his ear on who to cut, that’s worked out well so far! (For them) ….But hey smart move by HR, they all get promoted and never laid off. I’m not saying they don’t provide value overall, but I find it odd/maybe the reason that they are the kingpins of this failing company…

lets all do kegstands. today im moving my family’s lines including in-laws to prepaid owned directly by tmobile or at&t.

unlike most company workers, verizon employees can hurt the performance of their company by choosing not to do business with verizon. humiliate verizon by promoting competitors on social media.

You really can drop to the bottom in one cycle. It is common when being transferred out of a group or after a CL promotion.

It’s maddening how toxic this place is. So many layoffs, no budgets for promotions raises etc. everyone is just so burned out in my org. Layoff after layoff, doing more with less. Meanwhile, record sales and the company livestreams GSX to all of us poors. Sales, product and engineering are all crutial parts of a business but it’s clearly a sales-over-everything business.

Why can’t I7’s become I9 without first being an I8? These levels are so antiquated and old school. If an I7 is doing an I9 role, just promote them or at least pay them accordingly! Dell is very far behind in the times. Almost functions like the Fed govt. The longer you’re here, the higher you get based upon longevity, not talent or skill.

Make this make sense please!

The word thru the grape vine is that promotions this year are not coming with monetary raises. You get all the increased responsibility, but your pay is staying put.

Lots of floating discussions on upcoming layoffs.
Regardless few facts to consider even you survive ...

1. You are always on the chopping block just waiting for your time
2. Oracle is always a low-payer and during this transition its going to be worse
3. Promotions are going to be night mare
4. Ratings are also getting bad (Usually in Oracle we don't care ratings much. but now we do)
5. We stick with old technologies (POJO - Plain Old Java Only)
6. AI is driven at each org. but without heads and tails. You prepare an axe to cut yourself.
7. Favoritism and Bureaucracy sits at top.
8. Job hunting takes time even you survive now. So better start now
9. Managers are always not good. They might seem sweet to you now. What happens to your colleague can happen to you tomorrow. You are just a paper cup.
10. People come for signing the confluence papers and running the meetings. But they don't come for sharing your workload and pain.

What the title says. I see for example how much they pick on someone on our team, anlways giving them the impossible projects, steamrolling, not setting him up for success, dangling promotions that never come but expecting work done way above their pay grade and level.

Oh oh! Don’t forget. Expecting your best people to be forgiving as these same leaders have tantrums and act out of emotion and pride

Even other leaders in our department can tell. Lots of bullying type of behaviors happening

Personally, I am 3+ years into coasting as Cisco. I work maybe 15 hour weeks prompting AI & making up nonsense to make myself look busy, and just abuse the sh-t out of the work from home policy or coffee badge into the office and sit around watching YouTube videos all day.

Best part, I've gotten 2 medium raises and a promotion. Never even remotely close to being put on a PIP. Life is great, really my ideal way out of here is winning the LR lottery.

Tell me your story about your finesse

I been applying for several internal positions, and today I finally got an interview. E13 to E14. How do I know they are not interviewing me just to show HR that they interviewed enough people before promoting their team member. This job posting looked legit. Posted for 15 days. Hiring manager has 5 direct reports and all of them are already E14

Is it more likely that I'm getting promoted or fired?

Seriously it's hilarious to me how much complaining there is here. Apparently going to the office 5 days a week and actually doing your job instead of taking naps at home is a travesty. Are you guys serious?

I started working here in 2025 as a new grad from college and this place is fu--ing fantastic. I interned here as well. I have fantastic mentorship and am constantly, and I'm also on track for a promotion by the end of the year. This is one of the best companies to work for.

They're terrified of being replaced and they block everyone younger from advancing.

If you're too good at your job, they'll never move you up. Do enough to stay safe. That's how you ensure you have a career here.

I’m now 43 and still @ CL28…no promotion last 5yrs. Any chance I can make Exec? Is it worth the effort? If i get E/O next 10yrs, can i make it to Exec?

Any other advice besides work hard and build a network to advance in this Company?

For several years I have exceeded all on every metric DW didn’t ’k Ow my name’ and didn’t approve a promotion. Which, wtf? I was working, not schmoozing. Now I hear HR is not only not approving, but not responding to managers on promotions which were submitted months ago. I understand this company wants to keep all costs down, but is there really some moratorium on growth? Or is it only those under CAPS? I don’t want to leave, but….

Why is our HR department so entangled? The uncle of KC and her sister was the previous CHRO. KC and LJ were friends before their rapid promotions. BW worked with KC at another place and gets promoted even though he keeps failing. AH is related to KC's uncle. The new SD WB was brought from North Carolina and put into a role out of nowhere. The list feels like it goes on and on.

In my experience, sales leadership at Dell has become heavily weighted toward internal compliance, forecasting, quota enforcement, and protecting the company’s financial objectives, rather than developing and advocating for the people responsible for generating revenue. There is limited understanding of the individual seller’s business, customers, pipeline dynamics, or long-term career goals.

Effective sales leadership should add value by coaching, removing obstacles, advocating for appropriate compensation and advancement, challenging unrealistic quotas, helping resolve compensation issues, and developing talent. Too often, those responsibilities are secondary to simply managing the number and enforcing corporate direction.

The result is a management structure that can feel more administrative than leadership oriented. When managers are unable or unwilling to advocate for their people whether around promotions, compensation, quota fairness, career development, or legitimate business challenges it raises a fundamental question about what incremental value that layer of management is providing to experienced sellers.

Strong sales organizations need leaders who develop people, understand the business, advocate upward, remove barriers, and lead by example not simply communicate decisions downward and hold sellers accountable for the outcome.

Is it smart to accept it?

Her manager asking my friend to move to office to get promotion. She is currently remote.

does it worth relocation?

Anyone else get the social media refresher. That's the funniest thing they've put out in a while. Says to report any violations, but to who. FL has a director that got demoted from manager to engineer for posting a racial comment. What was the end game, a promotion to director, 6 months later. So keep sending us these "guidelines", they don't mean nothing and just gives us a good laugh.

What's the point of giving anything beyond the minimum?

I've had years of promises, and zero results. I'm tired of all the lies and watching incompetent people get ahead.

It's more apparent these days that the increase in promotions at these levels are DEI/High School education level versus College Educated/Non DEI.

Tracking with this observation is results are decreasing as education/meritocracy gets devalued.

Dan... not hard to fix. Shareholders await.

I get it. Posting on linkedin about their promotions is a source of pride for them. About 8% get promoted and 15% get put on a PIP to be fired. The next round of calibrations for end of year 2026 those same people will have to fight again just to not be on the bottom 15%. What a nightmare.

Story by Melody Wilding, Contributor
August 9

Families pass down all kinds of useful ideas, like "be honest" and "treat others well."

But as the author of "Managing Up" and an executive coach to leaders at top organizations like Google, Amazon, NATO and more, I've seen how well-intentioned career advice absorbed from a young age can work against you.

None of these "rules" came from a bad place. They're simply a reflection of a more stable work world that rewarded loyalty. But that world no longer exists.

Here are five ideas that may have been drilled into you growing up that could sabotage your success — and what to do instead.

1. 'Don't get too big for your britches'
Staying humble is crucial to some extent. Nobody wants to work with a colleague who steals credit for everything. Plus, listening to others before you assert yourself can prevent major disagreements.

Take modesty too far, though, and you become invisible. To avoid coming off as big-headed, you may default to saying "Oh, it was all a team effort," even when your contributions were key. Or maybe you skip sharing a win because it feels like bragging.

But leaders aren't mind readers. They'll tap the person whose accomplishments they see, and who speaks up and makes it clear they want in on a certain project.

What to do instead: In your next one-on-one with your boss, ask what's coming down the pike in the next quarter. Then offer yourself as a resource, perhaps to spearhead meetings or put together a proposal. This move creates a win-win: You're solving a problem for your leader while also earning exposure.

2. 'Always be grateful for the opportunity'
You might've heard this in statements like "Just be grateful you have a job" or "You're lucky to be there." It's easy to convince yourself this logic is 100% true all the time as layoffs surge and more people in your life struggle to find work.

But the flip side is that you start treating the bare minimum as generous. You might accept a lower title or salary because asking for more seems greedy, while your less-experienced colleague earns more. Or you might stay at a job you dislike out of fear.

Gratitude and self-advocacy can co-exist. You deserve to be compensated for the value you bring.

What to do instead: Quit communicating your work in terms of tasks and focus on outcomes instead. You can point to the results you're getting and express thanks for the opportunity at the same time.

For example, instead of "I coordinated with two departments," try: "It was great having the chance to work across sales and engineering. With the new feature request process, I was able to unlock $100,000 in revenue for the company."

3. 'Just keep the peace'
Your parents may have intended to shield you from conflict and ensure you had plenty of positive work relationships with this message. But "keeping the peace" can morph into people-pleasing, especially for women. You might end up stuffing down your opinions or being overly accommodating so others feel comfortable.

The trouble is that the longer you stay quiet, the more entrenched bad ideas and behavior become. Your excessive agreeableness may also be interpreted by decision-makers as lacking conviction, preventing you from getting promoted.

Hard conversations are where your credibility is built. People respect those who can push back on an idea without making it personal.

What to do instead: Learning to diplomatically speak your mind is non-negotiable if you want to be seen as leadership material. And you can do it without burning bridges.

Try resetting a boundary. If you've been shouldering a process that should belong to a peer, for instance, you might say, "While I can't own this beginning to end, I'll put together full documentation for your team to take it over."

4. 'Do your job well and everything else will fall into place'
When your parents were rising through the ranks, mastering your craft may have been enough to succeed. That's changed. You still need excellent technical skills, but talent on its own won't distinguish you from your peers.

The highest performers know that expertise must be paired with political savvy. You have to consistently assess: Who knows my work, and how much do they trust me?

What to do instead: Turn a group of neutral colleagues into allies invested in your growth. Instead of bullishly pushing through an idea, get key decision-makers' input to shape it. Ask them to fill out a survey, comment on a draft plan, or make introductions. They'll feel greater ownership in the final product, and greater investment in you.

5. 'Figure it out yourself'
If the belief that self-reliance means survival instilled initiative in you, then you're probably resourceful and accountable.

But if you internalize this advice to mean that asking for help equals weakness, you'll burn out trying to solve everything solo. Your reliability can eventually stall your career growth, too: Leadership can't promote you because nobody can replace you.

What to do instead: When you need a hand, ask for it in a way that makes your effort visible: "After researching, I've narrowed the options down to X and Y. My hunch is X is better because [your reasoning]. What's your take?"

And when someone brings you a problem, ask questions before immediately jumping to fix it yourself, like "What have you tried so far?" or "What options are you considering?" This builds their capability and confidence, rather than their dependence on you.

Melody Wilding, LMSW is an executive coach, human behavior professor, and author of "Managing Up: How to Get What You Need from the People in Charge."

I saw couple of promotion posts on LinkedIn, are they really promoting people ?

I worked for InAuth, which was acquired by American Express. The company was run by a bunch of people who didn’t understand how to manage a software project, create a marketing plan, or exercise any meaningful leadership skills. Management was highly motivated to increase their frequent flier miles and avoid getting fired before their bonuses arrived. Everyone was interested in making money and getting promoted, but no one wanted to fix the constantly-breaking software. Charles Crupper distinguished himself by his inability to understand who the bad actors were, and to believe every self-promoting id--t who came his way. InAuth could be a business school study in how MBA’s should not run a technical company. Stupid is as stupid does.

Stay away from this group. I’ve honestly never seen anything like it. The leadership is completely disconnected from the technical work, and it feels like meetings are the main thing getting done. There are also some questionable promotion decisions that I found very surprising.
Seriously, don’t put your career at risk by joining this place. I would strongly recommend looking elsewhere.

What’s the latest CL promotion Guide?
I know it’s complicated, but looking for something simple….like below:

Avg OWD = 1yrs
Avg Outstanding = 2yrs
Avg Excellent = 4yrs
Avg V Good = 8yrs
Avg Good = 16yrs
Avg NI = 30yrs

Thanks for any useful info.

I am currently a grade 7 with I-shares that will mature for the first year in December. I am considering taking a grade 6 role, does anyone if that will mean a forfeiture of my I-shares? I could not find anything on the shares site or Fid Central to answer my question.

This fu-k a-s company picked two people over me for RTMs that have worse metrics across thee board. Busting my a-s for nothing

It’s been a long month, how is everyone doing in their new role, with no extra pay? Or did you get extra pay?

We keep promoting people who can't do the job and rewarding them for it. The good-old-boy network is alive and well, and it's dragging us all down. I've seen brilliant people sidelined because they didn't play the game. The people who move up aren't the ones who know the work, they're the ones who know the right people. And we're all paying the price.

The end of the fiscal year brings re-orgs, promotions, RIFs. What or who is headed out?

Another departure from the CSBB audit team. This time a director only there for a year and a half. You have a managing director that is pregnant and will be out on leave. A recently promoted director out on leave. What is going on with management in that team that so many are finding an out?

Are promotions cancelled in consulting?

There are more than 20 of us working together on a major project. Many of us are either away on business trips at the weekends conducting client testing or staying overnight at the factory for trial runs. The project manager has been promoted twice in the space of three years, whilst many other staff members have not even received a 3 per cent pay rise.