Here at Fast Company, we write a lot about how to get promoted, when to ask for a promotion, and how to make a case for your promotion. But we also know promotions aren’t always what they’re cracked up to be. Though frequently framed as a positive—a rung up the career ladder!—a promotion can bring longer hours and management responsibilities. Sometimes, it can even take you away from the work that you actually want to do.
In other words, a promotion isn’t always the right move for your career or personal life. Three people told us why they regretted taking one, how it impacted their careers, and what they wish they had done differently.
I regretted my promotion because of workplace politics
About six months into a job at a major tech company, Jack Delk snagged a promotion to a senior talent acquisition role. It should have been cause for celebration, but four of his colleagues had jockeyed for the promotion, and they weren’t having any of it. “When I got [the promotion], I thought it was great—that everything would be smooth sailing from there on out,” he says. He expected friendly congratulations, but said that’s not what happened.
Instead, he found that his coworkers—some of whom then had to report to him—were very critical. It felt like being back in school again, he says. “Unfortunately, the corporate world mirrors high school more than we sometimes like to admit,” he says. “I think truthfully, it’s a popularity contest; it’s not always the person with the best ideas but it’s the person with the best delivery who wins.” Delk didn’t feel like he had been “anointed” as one of those people—someone his colleagues would have seen as deserving of the promotion.
He concedes any competitive work environment can stir resentment, but Delk felt his employer did little to mitigate the tension. “I think the person who got the promotion would have had a target on their back, regardless of it was me or one of my team members,” he says. Even the transition to the new role, Delk says, wasn’t smooth. “I thought, ‘This is a giant company, they must know what they’re doing,’” he says. “But I don’t think there was awareness on their side of how bad their team culture was to begin with.”
To successfully promote team members internally, Delk says, he felt the company needed to better prepare both the teams and the person getting promoted, as well as keep tabs on how things were progressing after the fact and collect feedback. “If it is somebody internal, talk with that person about what a transition is going to look like and what potential blowback might be,” he says.
Delk only stayed in the role for about eight months. Eventually, he retired and started a blog where he shares what he learned from years of working in recruiting and talent assessment. But in retrospect, he wishes he had asked more questions before accepting the promotion, especially about culture and the structure of the team. “I think all the warning signs were there, which said ‘Don’t do this,’” he says. “But I think it can be really easy to be blinded by that promotion.”
I regretted my promotion because the pay wasn’t worth the hours
As a staff pharmacist at a telepharmacy company, Michael Brown eventually wanted to become a trainer, which would also make him a salaried employee rather than an hourly one. After about a year—during which he spent 10 hours a week learning the ropes—Brown landed a position as a regional trainer. “I still remember that day,” he says. “I thought, ‘Finally, I got to where I wanted to be. This is going to be a great job.’”
His optimism was short-lived, however. Brown quickly realized the new role was far more demanding—that he was effectively expected to always be on call, even on days off or at night. He says he can remember a specific weekend where he was on his way to the beach with his daughter when he got a message from his boss’s boss saying that a person needed to be trained immediately.
“I had looked forward to having three days off for months,” he says. “And so I’m in the car, I’ve got my daughter, and she is reading messages to me as I’m driving. When we get to the beach, I spend the first two hours of my time trying to set up a training session with this person.” An hour later, he was told he needed to be in Chicago for work on an upcoming weekend and had to make the necessary reservations immediately. Unfortunately, Brown says, this weekend wasn’t an anomaly. “It was just a constant barrage of work, deadlines, get this done, get that done. And no matter what I did, they always had more.”
Brown was working several jobs at the time; some weeks, he found himself clocking close to 60 to 70 hours just in his training position. “I was working for a hospital and working four days a week in the evening,” he says. In total, he was working around 90 to 100 hours a week, though he certainly wasn’t getting paid accordingly. As a trainer, Brown was now salaried, but he found that his pay was only marginally more than what he was paid as an hourly employee with far fewer responsibilities. Plus, he was already getting benefits like insurance through his hospital job.
He still works a lot these days—but mostly for his own company. “I don’t mind putting the extra hours in because it ultimately benefits me, not another company,” he says. His experience as a trainer turned him off salaried jobs. “I would never take another job that was salaried again,” he says. “It’s in the company’s best interest to work you more, and you don’t necessarily benefit from that. I would rather stay hourly. [That job] helped me realize that if I’m going to put this much effort into something, I might as well be putting it into my own business.”
If anything good came of Brown’s promotion, it’s that the experience eventually led him to strike out on his own. “Being tethered to somebody else’s company is, to me, not worth the work-life balance at all,” he says. “And the successes are a lot more personal with your own business.”
I regretted my promotion because it took me away from what I wanted to do
At 25, Danielle Bayard Jackson was offered a job she didn’t think she could turn down. She had been working as a high school English teacher and got a call from another school asking her to be the department chair. “[It] meant I would oversee a team of 30 English teachers,” says Jackson, who was floored by the offer. She asked if she could take the weekend to think about it, but the school needed to know right away. “I kind of felt pressured to give an answer, and I thought, ‘well of course, I would be a fool not to [take it],’” she says.
Some of her friends in teaching warned her that the job would be a big commitment. “I would say the first six months was kind of a wake-up call,” she says. “I knew I would have to show up for other teachers, or offer guidance, or come early and stay late. I knew that intellectually, but I think I was unaware of it practically—how much it would affect me mentally and affect my work.”
As the department lead, she was still teaching classes, so she still had to prep for her own classes on top of her new responsibilities, which included reviewing teachers’ classrooms, discussing their students’ scores, or mediating parent-teacher conferences.
Like Brown, Jackson also found that the pay bump didn’t match the expectations of the job, but it wasn’t just that the job was hard and demanded long hours; it also took Jackson away from what she actually wanted to do: teaching. “When I did my plans for the next day or week, I felt like I couldn’t put as much creativity into it and really think it out because there were other things I had to do,” she says.
And because her role was coveted, Jackson didn’t think she could share her frustrations with colleagues. “I couldn’t commiserate with anyone even when I wanted to, even if I felt close to them, because everyone wants that position,” she says. “I’m not going to find sympathy in my subordinates.”
As a young woman of color, Jackson also felt like she had something to prove. “I think I was trying to compensate for being so young,” she says. “That mentally was a lot, too—trying to be perfect so nobody thought it was given to me or I wasn’t the right person for the role. And as a minority, I felt like I had to work twice as hard to show them I have the credentials to be there.”
After a year on the job, she told her principal she was overwhelmed by the workload and that it was affecting her own classroom. But he convinced her to stay on. “He said all the right things and told me how much they really needed me, and that I was already turning the department around,” she says. “How can I abandon that?”
She ended up staying in the position for a total of two years, and then left for a teaching job at another school. It felt like a step down, and Jackson worried that she had failed—but it was a job that would keep her in the classroom (at least for a few more years, before she switched gears to public relations). “I think that was my lesson in: Happiness doesn’t equal professional advancement,” she says. “You’re trained to think, ‘Get the promotion, and you’ll be happier and have more money.’ It’s just not true.”
Casual dress at the office used to be reserved for Friday. Today, however, employees are more laid-back in their attitudes and apparel. A survey by Randstad US found that casual dress appears to be the new norm in most workplaces. In fact, 33% of employees would quit their jobs or turn down an offer at a company that required a formal, conservative dress code.
Business casual is what employees want . . . but what exactly does that mean?
“Business casual first came about as a no-cost perk that companies could offer their employees,” says Lorynn Divita, Ph.D., co-author of Fashion Forecasting and associate professor of apparel merchandising at Baylor University. “As it caught on among employers, clothing companies like Levi’s with its Dockers brand of khakis helped define the parameters of the original look of a chambray or polo shirt paired with a pair of khakis.” But that standard isn’t quite so defined today.
“The fact that no one knows what business casual is means every industry has its own work wear rules,” says Stayce Wagner, career etiquette consultant with Spencer Crane Etiquette and author of Modern Business Etiquette for Young & Fabulous Professionals.
What’s considered acceptable varies greatly by industry, says Divita. “Right now, the tech industry’s ‘midtown uniform,’ which consists of a button-down shirt, slacks, and a fleece vest (usually with a corporate logo embroidered on it) is so ubiquitous in the tech and finance sectors that it has become codified,” she says. “But it would never fly in a creative industry like fashion.”
Dressing appropriately is up for interpretation, adds Tracy Coté, chief people officer at Genesys, a contact center solution provider. “A condition of employment becomes who the company wants you to be, rather than who you already are,” she says. “This preference varies per company.”
Follow the leader
Instead of trying to figure out a look that’s appropriate for your workplace, pay attention to what coworkers and leaders are wearing, suggests Wagner. “Look to your boss and others for guidance on what success looks like,” she says. “It’s the age-old advice: ‘Dress for the job you want, not the one you have.’”
Divita agrees: “Observe what the leaders in your industry are doing, and use their dress as a springboard.”
Err on the side of formality
Wagner recommends creating a business casual look by taking your interview suit and separating it. “Pair the suit jacket with casual pants or a casual skirt,” she suggests. “And wear the bottom with a casual top. This will help you create a look that works until you figure out the subtlety of the environment and can put together a look that is professional and shows you belong in the environment. You can do the job and you also need to look the part.”
Business casual will likely evolve, but it’s best to not be the one to test the waters especially with athleisure, says Divita. “Consumers want the same ease and comfort they get from their workout apparel, but new fashions always undergo what is known as a time lag before they obtain mainstream acceptance,” she says. “Because of this, some items that may have formerly been considered too casual for the workplace, like jeans, are now seen as perfectly appropriate, while a pair of yoga pants is still too casual. But give it time—we may get there yet.”
Most of us have two goals when choosing our clothing: to stand out while still fitting in with our peer group, says Divita. “Workers who don’t want to be a carbon copy of their colleagues but don’t want to raise eyebrows can do this by looking for variations on what is acceptable,” she says. “[Opt for] clothing in different colors or patterns or with unique details from smaller brands that will make people do a double take, but not have them wondering what you were thinking when you got dressed in the morning.”
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Networking elicits fear in many job hunters’ minds, regardless of age, but it can be especially mysterious when you’re just starting out. While building a network may seem daunting when you’re searching for your first job, it’s not as difficult as you might think. Chances are, you’ve already built up quite a large network just by living your life up to this point—and one of those people in your circle could be just the connection you need to land the job you want.
One underutilized way to leverage your network to get your first job is to set up informational interviews. Approaching your job hunt with an “I’m-here-to-learn” mentality from successful people in your desired industry can help you view your job search as a learning experience, as well as help you discover what you truly want (and don’t want) to do.
With any kind of networking, “think more about who you’re talking to and less about selling yourself,” Lee Rossini, vice president of marketing for software company Limeade. Here’s how to do it right, keeping your end goal of full-time employment in mind:
Build your network everywhere
Think about your friends, your parents’ friends, your teachers, your neighbors, your summer-job bosses . . . the list goes on. You may not think of these people as a network when you’re young, but they can be one of your most valuable resources as you transition into working full-time.
Stephanie Smith, a magazine editor who recently transitioned into vice president of content for Connect Meetings, experienced this firsthand when she moved from Atlanta to New York after college to pursue a career in publishing. The young son of a woman she was temping for, who knew of Smith’s aspirations, went to elementary school with the son of prominent women’s magazine editor. Smith’s boss reached out to the editor and helped Smith get into an internship program at the company.
A few months later, Smith landed a full-time job as the editor’s assistant through a connection she’d built during her internship with the company’s CFO. “We connected because we were both from the South,” she says, “so when the job came open, he made the call for me, and I was the only person they interviewed because of him.” Lesson learned? You can bond (and network) with people over just about any commonality.
Set up an informational interview
Think about people who you know love their jobs, the company they’re with and/or have purpose in what they do, and ask if you can learn from them. “That’s the best way to start,” says Rossini, who also helped start an internal referral program for his company’s employees. It doesn’t have to be complicated. See if you can set up a time to shadow them so you can get a feel for what they do, who they interact with, and what they work on during an average work day.
“It’s really no skin off an employee’s nose to know someone’s interested and show them a day in the life,” says Rossini. “I’ve had 30 years of experience and mistakes that I’d love to pass on—and there are countless people like me who are willing to have conversations, just not enough people ask.”
Ask the right way
Blasting out dozens of cold emails or LinkedIn messages isn’t going to cut it—and forget about cold calling. Think of the person on the receiving end of your inquiry, and be intentional about who’re you’re writing and what you’re realistically asking of them. If you have even a remote connection, you’re more likely to get a response.
“A lot of people don’t understand how many emails we get,” says Rossini. “When I get something cold with no connection, asking three, five, 15 questions, that’s a recipe for delete.”
Make a concrete ask (i.e. for 20 minutes of time to talk about a specific thing you’d like to know more about), and make it clear that you understand that they’re doing you a favor. Complimenting something that the person has done recently, such as an article they’ve written, can help you stand out, as it shows that you’ve taken time to learn about them. And depending on the industry you’re interested in, a little bribing (within reason) can work, too. Offering to buy them a coffee may help you earn a meeting.
“I’m addicted to Starbucks’ Trenta iced teas, so if someone offers to get one and bring it to me, they can absolutely have 15 minutes of my time,” says Smith. “Anything like that where you’re a little bit brazen but still humble, funny, or unusual, that gets my attention.”
Finally, if you meet someone with an interesting job at an event, ask if it’s okay for you to reach out while you’re still face-to-face. This way, they know to expect an email from you and will be more likely to recall your name when it pops up in their inbox. “That feels a lot more polite and professional,” says Rossini, “And, quite frankly, it’s very hard to say no to.”
Have a plan
Once you’ve set up a time to meet, prepare. Consider what you’d like to know about their job, career path, company, and field ahead of time. Rather than asking 15 questions in rapid fire, think about the top-line questions you’d like answered, and focus on having a dialogue.
There’s no right way to get into any job, whether it’s an entry-level position or an executive role. Everyone’s story is unique, so start there: Ask them how they got where they are and how you can get there. “If you can get people talking about themselves or how they did something, that’s the best way in,” says Smith.
Show gratitude
Written thank-you notes may feel old school, but they are still the gold standard for showing your appreciation to a professional who shares their time. “Usually I get something that says, ‘Thank you for your time, I’m very interested in jobs, please keep in touch,’” says Rossini, “but there’s not anything that differentiates [it]. I want it to be more authentic than that.”
If you must send an email, create a bridge back to the person by telling them what you learned from your time together and what you’re going to do with that information. That shows it’s not just a copy-and-paste note, says Rossini.
Stay in touch
Even if your connection don’t have a job opening for you this week, this month, or even this year, it’s important to keep your name top of mind. The worst thing you can do is lose touch, then only get back in contact when you want something, says Smith. Instead, maintain regular correspondence, even if it’s just a simple email.
“Every time you notice something someone has done, just send them a note over email or LinkedIn to say ‘good job,’” says Smith. “Don’t ask for anything—if you don’t have the angle, they’ll like you even more.”
Not every informational interview or conversation with someone in your network will turn into a job. In fact, most probably won’t—but it only takes one. Approaching your job hunt with an open mind, a respectful attitude, and a desire to learn from others will set you on the right path.
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