Summary of Donald Asher's Who Gets Promoted, Who Doesn't, and Why, Second Edition

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 The fact that you have been working hard and still haven’t been promoted is a clear indication that the company doesn’t care about your past performance, but rather what you can do for them in the future.

#2 There are many reasons you might be more valuable where you are than in a new position. For example, you may be in the middle of a critical, high-value project, and your removal might be too disruptive.

#3 The cost of the disruption of your leaving a current assignment is harder to estimate and often much greater than the cost of outside recruitment. The loss of productivity when a strong performer is taken from a unit can have a significant impact on that unit's bottom line.

#4 To be promoted, you must provide more benefits and fewer costs and risks than the other choices your manager has. You must pass all three of these vector tests to be promoted. If the risk is too great, all the benefits in the world will be passed over in favor of a less risky alternative.

• Language: English
• Publisher: IRB Media
• Release date: Apr 29, 2022
• ISBN: 9781669398400

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Insights on Donald Asher's Who Gets Promoted Who Doesnt and Why Second Edition

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 5

Insights from Chapter 6

Insights from Chapter 7

Insights from Chapter 8

Insights from Chapter 9

Insights from Chapter 10

Insights from Chapter 11

Insights from Chapter 12

Insights from Chapter 1

#1

The fact that you have been working hard and still haven’t been promoted is a clear indication that the company doesn’t care about your past performance, but rather what you can do for them in the future.

#2

There are many reasons you might be more valuable where you are than in a new position. For example, you may be in the middle of a critical, high-value project, and your removal might be too disruptive.

#3

The cost of the disruption of your leaving a current assignment is harder to estimate and often much greater than the cost of outside recruitment. The loss of productivity when a strong performer is taken from a unit can have a significant impact on that unit's bottom line.

#4

To be promoted, you must provide more benefits and fewer costs and risks than the other choices your manager has. You must pass all three of these vector tests to be promoted. If the risk is too great, all the benefits in the world will be passed over in favor of a less risky alternative.

#5

The top salesperson at a Ford dealership was Buddy R. He sold twice as many cars as any other salesperson. He had a knack for establishing rapport with clients of any background, a talent that made him number one. However, he was also an unapologetic prima donna who got away with behavior that would get other salespeople fired.

#6

The partners at a Manhattan-based boutique firm specializing in complex family trusts and estates were very sensitive about their reputation, so they passed over top performer Madison D. because of her drinking.

#7

The most successful people make themselves available as opportunities arise. You can do this by anticipating the upcoming opportunity, drawing your work to some sort of closure, and having a replacement ready to take over your old job.

#8

The Great Recession damaged many careers, especially