However, this method has worked and will continue to work. Lots of people are fine just doing their shift and leaving, that's ok. Some people are not satisfied with that and want more, and there are strategies to do more work and get paid to do so.
Yes, you must do more than average to get promoted.
But also yes, if you do more and more and don't get the rewards you want, don't just continue. Either scale back again, or modify your strategy, or apply this strategy elsewhere.
Do free work. Do good work. Be liked by your superiors.
And sadly "good work" is weighted the lowest. And if you are liked enough by your superiors, that's often enough.
And you are actively disliked by your superiors, it does not matter how much work you do or how good it is. You will plateau.
Some workplaces see people going above and beyond and reward that. Promotions come from operating at the level you want to be promoted to.
Some workplaces see it as a signal that they don't need a promotion because they can get the higher level work from you without the need to pay you more.
Know which one you're in before you decide how to approach it. If you've been there a while you should be able to figure out how things work. It's important to see how they actually work and not how you think they should work, otherwise you can end up doing a bunch of extra work for free.
The core of what the author is saying is true, I've experienced it myself (not a promotion, but a raise).
Taking on more than your responsibility is one way to do it, another (with some overlap) is to become indispensable.
In some cases, this means doing more work than your job entails, but not always. It can be something as simple as automating a task that someone else was doing by hand.
When you start stacking up little things that make you more valuable to the company, it's in its own best interest to find ways to keep you (via promotions, raises, benefits, etc).
There isn't a guarantee of anything here, but it definitely sets you up for success.
A thousand times more than sitting around whining that something isn't your job or that the company is being mean.
Speaking of BigTech specifically, the first company I worked for with a real promotion process that meant anything, the promo process is brutal and then you still get paid less than someone coming in at the same level.
The best bet is to get another job at another company at a higher level (or even at the same level that pays more).
Its not just about going above and beyond. Its going above and beyond exactly where it will get you the best outcome and nowhere else.
It is a little bit like “it’s not what you know, is what you can prove”: I mean: “it’s not what you do, is what the boss of your boss sees”. And I emphasize “boss of your boss” because him is who you have to impress (or somebody 2 levels above, anyway).
Also in moderately big to big companies, is all about contacts and personal marketing, which could (and typically is) orthogonal to your actual work.
As you go up the levels that is exactly the job (for better or worse) so doing that is doing the work at the next level. You are organizational glue that connects people and ensures your team has proper visibility. If you didn't see it that way then that may explain your problems with promotions.
Between the most junior developer and the CTO, and all in between, is about taking good decisions, communicating clearly, and owning errors. If it is a healthy company with competent management, there is no need to make a powerpoint of every fart you shoot. Now the reality is, big companies are run typically by incompetent people with "cover your ass" mentality, with lots of internal and external corruption and nepotism. See Dilbert. It doesn't mean is the only model.
> If you didn't see it that way then that may explain your problems with promotions.
Big no. I totally knew and saw that, clear as day. But if when the position is open the nephew of the boss'es boss is looking for a job, you are just out of luck. Also if your boss is constantly talking bad of you anytime anyone internally asks for you.
Maybe this is a folksy anecdote about a junior developer working for John Email designing the protocol for trinary morse code over a token ring of twisted pair barbed wire. An RFC for that kind of project would be natural.
In the spirit of this, I propose we start calling things like flowcharts, SVG images of digraphs, UML diagrams etc "articles of war" just to spice things up.
I love managing initiatives - just not people. But anytime I have been bought into a company where I was responsible for major company wide strategy, I made sure I reported directly to someone with authority - a director or a CTO. It was mostly small companies.
Even now where as a staff level employee where I do report to a line level manager (who is at the same salary band as I am) who I like and respect very much, I am making sure I have visibility and the ear of my skip manager and my CTO about things I care about - without stepping on my managers toes.