Corporate Toolkit · Template
Being good at your job is what keeps you in your job. It is not what gets you the next one. A promotion isn't a bet that you could do the role — it's recognition of work you're already doing at the next level. So stop hoping someone notices, and write the business case that proves it.
I wrote a promotion case for myself every single time I went up in consulting — because promotions were never guaranteed, and "I've worked really hard" is not a case. What follows is the exact structure. Copy each box into a doc and fill it in. Keep it to one page if you can — a partner will skim it in ninety seconds, so make every line earn its place.
One sentence at the top. Not "I'd like to be considered" — a statement. You're already operating there; this is paperwork catching up.
"I'm ready for [next level] because I'm already operating at it — [one line of the single strongest proof]."
Ask your manager, plainly: "What does 'ready for the next level' actually look like here?" Get it in writing. Then list each criterion and your evidence against it. You can't hit a target nobody's shown you — and the written version stops it moving on you later.
Criterion 1 → my evidence: ______
Criterion 2 → my evidence: ______
Criterion 3 → my evidence: ______
Nobody got promoted for a to-do list. For every point, say what changed because of you — in figures. "Ran the workstream" becomes "led the workstream that cut delivery time 40% and saved two roles' worth of effort." Pull these straight from your brag doc (and if you don't keep one, start today).
Impact 1 (revenue / savings / time / clients): ______
Impact 2: ______
Impact 3: ______
This is the heart of it. List concrete examples of next-level work you've been doing — ideally for a good six months, so it reads as a pattern, not a fluke. When I went up, I did the senior role a grade below for months first, so by the time it went to panel it wasn't a punt, it was obvious.
Next-level thing I already own: ______
A decision I made that a [next level] would make: ______
A stretch project I led and who saw it: ______
Performance is only about 10% of the game (that's the PIE framework — Performance, Image, Exposure). Name what you're known for, the rooms you're seen in, and the senior people who'll argue for you when you're not there. If that list is thin, that's your real work before the ask — build three or four sponsors, not one.
What I'm known for: ______
Senior people who'll back me (aim for 3): ______
Name the one or two things a sceptic would push back on — and your plan to close them. Pre-empting the objection is far stronger than pretending it isn't there. It also shows exactly the judgement the next level needs.
Gap someone might raise: ______
My plan to close it: ______
Nobody promotes a secret. State what you want and by when, then show the 90-day plan that gets you there — worked backwards from the promotion to what you do this quarter. Make it easy to say yes to.
My ask: [level] by [date].
Next 90 days — experiences, skills and relationships I'll lock in: ______
Your review is where this case earns its keep — so don't wing it. Walk in with the one-pager, and:
— Kajol, your corporate aunty 👋🏽
I'll help you turn this into a one-pager that's hard to say no to — and rehearse the conversation. That's exactly what my 1:1 coaching is for.
See coaching →Not sure what's actually blocking your promotion? Take the free Promotion Blocker Diagnostic first, then come back and build the case. More templates in the Corporate Toolkit & Templates.