Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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Question: Even though I am doing well, my manager calls me “impatient” when I ask about growth opportunities. I feel like that’s a stereotype about my generation. I’m 26 years old. How can I claim a promotion without creating tension with my manager? – Jamal
Answer: A desire to grow is fine. How you pursue growth will determine whether you build trust or create friction.
Let’s deal with labels first. words like impatient Young employees, in particular, tend to be swayed too casually. In some cases, legitimate concerns about preparation and timing may be omitted. It can also be a convenient way to end a legitimate conversation. In any case, the label itself is not the main problem. What matters is whether your boss clearly tells you what it actually takes to get a promotion.
The reality that many employees overlook is that good performance alone doesn’t automatically lead to promotion. Growth decisions are driven by business needs, structure, budget, timing, and whether there are roles to transition. Managers are often aware of constraints that are invisible to employees. When these realities are not openly discussed, dissatisfaction fills the gap.
Make sure you know what you’re looking for before revisiting the topic. There’s a meaningful difference between asking for a promotion and asking for growth opportunities. Promotions are limited, perfunctory, and often slow-moving. Development (increased responsibilities, expanded projects, visibility with senior leadership) is more flexible and often the clearest signal of readiness.
If you want to grow, say so. Don’t frame the conversation around speed or rights. Build around contribution. A strong approach would be: We would like to continue increasing our added value. What kind of experience and responsibility do you need to take to the next level? That changes the conversation when to whata productive discussion will take place here.
It’s also worth remembering that some of the most valuable growth doesn’t come from an immediate title change. Working beyond your formal role and building new capabilities often prepares you for future opportunities, both within and outside your organization. Either way, your progress is still important, even if it doesn’t immediately reflect on your org chart.
Tone is more important than most people realize. Even the best people can do themselves a disservice by focusing on results and sounding transactional without recognizing the process. Advocating for yourself doesn’t mean looking for immediate results. It means asking thoughtful questions, listening carefully, and demonstrating a willingness to do the work necessary to land your next opportunity.
Ask for a roadmap. A good manager should be able to explain what skills, behaviors and results they are looking for, and how progress will be measured. If you can end the conversation with clearer expectations and timelines, that’s progress, even if the answer wasn’t what you expected.
Now about the other side of the coin. If your manager consistently dismisses growth inquiries with labels rather than guidance, that’s a concern. No one is going to get better by calling an impatient person without providing direction, feedback, or next steps. That may indicate a lack of investment in talent development, rather than a flaw in your approach.
In such a case, try broadening your horizons. Seek guidance from other leaders. Look for opportunities to develop your skills and increase your visibility beyond your immediate manager. And yes, evaluate whether your current environment really supports the kind of development you’re looking for.
Ambition is not the problem. I’m not good at communication. When you base your advocacy on contribution, preparation, and results rather than urgency, you demonstrate maturity and leadership potential. When done correctly, assertiveness does not cause tension. It builds trust. And that ultimately drives progress.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
