The Harvard Business Review article by Rebecca Knight (Jan 6 2026) tackles the dilemma leaders face when a top‑performing director has no clear promotion path. Drawing on experts Dan Schwabel and Anthony Klotz, the piece argues that career growth need not hinge on a new title. It outlines a step‑by‑step conversation framework—being transparent about the lack of openings, listening to the employee’s feelings, asking probing questions about their aspirations, and co‑creating a development plan that broadens scope, raises visibility, and widens influence. The article stresses the leader’s role in advocating for alternative recognition (pay adjustments, title tweaks, resources) and staying vigilant for signs of disengagement, with a final “Do/Don’t” checklist. The overall message is that leaders can retain and develop star employees by decoupling progression from the org chart, providing stretch opportunities, and demonstrating active sponsorship.
Topics
Expert Insight: Promotion Expectations vs. Market Realities
Dan Schwabel and Anthony Klotz explain why high performers expect promotions and how a tight job market limits upward mobility.
Step 1 – Be Upfront About the Promotion Void
Leaders should transparently acknowledge the lack of immediate promotion opportunities, providing context about turnover trends and external constraints.
Step 2 – Active Listening to Validate Feelings
After delivering the news, managers should pause, listen, and let the employee express disappointment or relief, reinforcing empathy.
Step 3 – Probing Questions to Surface Ambitions
Ask targeted questions about desired challenges, problem‑solving interests, and skill development to map the employee’s career direction.
Step 4 – Co‑Create a Growth Plan Decoupled from Title
Design a development roadmap that expands scope, boosts visibility, and widens influence through cross‑functional projects, presentations, and added responsibilities.
Advocacy & Alternative Recognition
Leaders should fight for pay band adjustments, modest title changes, or resource allocations to reward the star employee despite the lack of a formal promotion.
Vigilance: Monitoring Engagement and Retention Risk
Continuously watch for disengagement signals and be prepared to create new roles or facilitate an amicable exit if the employee decides to leave.
Do/Don’t Checklist – Practical Principles
A concise list of actionable dos (provide data, appreciate perspective, offer stretch opportunities) and don’ts (assume needs, give up, ignore disengagement).