Latest / Career Coaching with Fexingo: Professional Coaches, Career Counselors, and Guidance for Workers / How to Ask for a Promotion When You Don't Fit the Job Description
Transcript
- Lucas: So, you've been doing the work of a higher role for six months, maybe a year. Your boss agrees you're ready. But when the job description for the promotion comes out, you don't meet the formal qualifications. Maybe it says 'eight years of experience' and you have five. Or 'MBA preferred' and you don't have one. What do you do? Luna: I think a lot of people hit this wall. They've proven they can do the job, but HR or the system says no. Lucas: Exactly. And the instinct is to either give up or get angry. But there's a tactical approach here. Let me ground this in a specific case. I was talking to a marketing manager at a mid-size B2B SaaS company. She'd been leading the marketing team for about a year after her director left. She built the strategy, managed the budget, reported to the CEO. Everyone saw her as the de facto director. So she formally asked for the title and a raise. Luna: And what happened? Lucas: HR said the director role required at least eight years of marketing experience. She had five. They said she could apply for it in two years when she qualified. In the meantime, they'd give her a small raise but not the title. Luna: Oof. That's the classic 'experience gap' trap. How did she handle it? Lucas: She came to me frustrated, and we worked on a strategy I call the 'development plan promotion.' The idea is you don't argue that you meet the current job description. Instead, you propose a structured, time-bound plan to close the gap, with the promotion happening at the end of it — not after a vague waiting period. Luna: So not 'I deserve it now,' but 'here's how I'll earn it by a specific date.' Lucas: Right. The key is to flip the conversation from 'you don't meet the requirements' to 'let's define the remaining requirements and how I'll meet them, with a clear timeline.' So we built a career contract — a one-page document outlining what she needed to develop to satisfy the eight-year experience requirement, and how she could demonstrate that capability instead of just more years. Luna: What did that look like concretely? Lucas: She identified three specific gaps. One: she hadn't managed a full P&L for the marketing department. Two: she had never led a cross-functional initiative involving sales and product. Three: she lacked a formal certification in a key area — in her case, a revenue marketing framework. So she proposed a six-month plan: she would take ownership of the Q3 marketing budget, co-lead the next product launch with sales, and complete a certification course. At the end of six months, if she had delivered on those three items, she would receive the director title and a predetermined salary increase. Luna: And they went for it? Lucas: They did. But not without pushback. Her boss was supportive, but HR initially said they couldn't guarantee the promotion before seeing results. She had to negotiate a little — she pointed out that without a guaranteed outcome, she had no incentive to take on the extra work without the title. She also noted that she was already doing the job, so delaying the title was costing her credibility with the team and external partners. Luna: That's a strong argument: 'I'm already doing the work, so the title is about recognition, not capability.' Lucas: Exactly. And she framed it as a partnership. She said, 'I want to close this gap in a way that works for both of us. If I do these things, the company gets proof that I am at the director level. And I get the title and pay that reflects that.' That shifted it from a demand to a mutual agreement. Luna: So the career contract was essentially a performance-based promotion track. I love that. Lucas: If today was actually useful to you, the way these stay ad-free is listener support — buy me a coffee dot com slash fexingo. It's a simple way to keep this kind of practical advice coming without any sponsors. Luna: Yeah, we really appreciate it. It's what lets us dive deep into these real-world scenarios. Lucas: So back to the strategy: once she had the career contract signed by her boss and HR, she executed. She delivered the Q3 budget under plan, co-launched a product that exceeded revenue targets, and got certified. At the six-month mark, she got the director title and a twenty percent raise. Luna: That's a great outcome. But not everyone's boss or HR will be that flexible. What if they just say no? Lucas: Then you have a decision to make. If the company refuses to even consider a development plan, it tells you something about how they value growth. In that case, you might want to start looking externally. But there's a nuance: sometimes HR says no because they have a rigid policy, but your boss can override it if they're willing to advocate. So the first step is to understand where the resistance is coming from. Luna: So do you go to your boss first, or go straight to HR? Lucas: Always your boss first. HR is a policy gatekeeper; your boss is your champion. You want your boss to present the plan to HR on your behalf, or at least co-sign it. If your boss isn't willing to go to bat for you, that's a red flag even if HR says yes. Luna: Good point. So the career contract is as much about aligning with your manager as it is about convincing HR. Lucas: Exactly. Let me share another example. A friend of mine in finance — a senior analyst at a bank — wanted to become a vice president. The job description required an MBA or a CFA. He had neither. But he had led three major deals with strong returns. So he proposed a plan: he would pass the CFA Level One within six months, and in the meantime, he'd take on vp level responsibilities like mentoring junior analysts and presenting to the investment committee. The bank agreed to a 'VP designate' title until he passed the exam. Luna: So they gave him the title conditionally. That's smart — it gives him the external credibility while he finishes the requirement. Lucas: Right. And that's the core of the strategy: don't let a job description be a wall. Treat it as a menu of gaps that you can close on a timeline. Most companies will respect that if you present it professionally and show commitment. Luna: What about situations where the requirement is truly non-negotiable, like a license or a degree that takes years? Can you still negotiate something? Lucas: Yes, but you have to be creative. For example, if a role requires a CPA license and you don't have it, maybe you can't get the exact title. But you could negotiate for a 'senior manager' title with comparable pay, or a commitment that they'll support you through the exam process. The idea is to find the closest equivalent that respects both the policy and your contributions. Luna: So it's about finding the 'yes' within the constraints. Lucas: Exactly. And sometimes that means proposing a title that doesn't exist yet. One client of mine — a product manager at a tech company — wanted to move into a 'principal product manager' role, but the company didn't have a defined career ladder for that. So she worked with her boss to create a 'product lead' role that sat between senior and director, with a tailored set of responsibilities. It took a few months to get approved, but it happened. Luna: That's proactive. I also wonder about the timing. When is the best moment to bring up a development plan promotion? Lucas: Ideally, during a performance review or after a big win. You want leverage — proof that you're already operating at the next level. If you just started a new project, it's harder to argue you're ready. But if you've just delivered a major result, that's the moment to say, 'I'm doing the work. Let's formalize it.' Luna: And if you're doing the work but haven't had a big win yet, can you still ask? Lucas: You can, but you need to frame it differently. Instead of 'I've done X,' say 'I'm ready to take on Y, and here's a plan to prove it.' That's less leverage, but it's still a positive conversation. The key is to never approach it as a demand. It's a proposal for a partnership. Luna: So really, the core skill here is negotiation — understanding what the other side needs and crafting a win-win. Lucas: Absolutely. And a big part of that is knowing when to walk away. If the company won't even entertain a plan, and you've been doing the work for months, that's a signal that they don't see your growth as a priority. In that case, the best career move might be to take your capabilities elsewhere. Luna: And that brings up another point: if you leave, you might get the title and pay you deserve faster than if you stay and wait. Lucas: Often true. But the development plan approach is worth trying first because it preserves your relationships and momentum. Plus, if it works, you get the promotion without the risk of a new job. And even if it doesn't, you've built a case for yourself that you can use in interviews: 'I was performing at the next level, but the company couldn't formalize it, so I'm looking for a role that matches my actual responsibilities.' Luna: That's a strong narrative. So to recap: if you're blocked by a job description, don't argue about the past. Propose a future plan that closes the gap on a timeline. Get it in writing. And if they won't play, you have your answer. Lucas: Exactly. One more thing: make sure the plan is specific and measurable. Vague promises like 'I'll take on more responsibility' won't cut it. You need concrete milestones and a firm date for the promotion review. That's what makes it a contract rather than a wish. Luna: Alright, I think we've given listeners a solid framework. Next time someone tells you 'you don't have the experience,' you now have a playbook. Lucas: Good luck out there. And if you have a specific situation you want us to tackle, you know where to find us.