Latest / The Promotion Memo with Fexingo: Getting Visibility, Sponsors, and Executive Presence / The Case For Lateral Moves
Transcript
- Lucas: We spend a lot of time talking about the vertical climb here, but I want to challenge that assumption right now. The data suggests that the fastest route to senior leadership isn't always straight up; it's often a series of calculated lateral moves into adjacent functions. Luna: Right, because vertical movement usually deepens expertise in one silo, whereas lateral moves build the broad organizational literacy that executives actually need. Lucas: Exactly. Think about it: if you stay in engineering for ten years, you are an expert engineer. But if you move into product management, then onto a general management role, you are building a narrative of business acumen. That lateral shift is what signals to leadership that you can operate beyond your original lane. Luna: But there is a risk. People worry that stepping sideways looks like a demotion or a stall on their resume, especially when peers are getting those straight-up promotions. Lucas: That is the fear, sure. But let's look at the mechanics of how these promotions are actually decided. When a VP role opens up, the hiring committee isn't just looking for the person with the deepest technical knowledge. They are looking for someone who understands how revenue is generated, how products are built, and how teams are managed across boundaries. Luna: So the lateral move is really about de-risking your candidacy for the next level by proving you can handle ambiguity outside your core competency. Lucas: Precisely. And I think we need to be specific about which lateral moves actually compound value. Not every sideways step is worth taking. Moving from customer support to sales might give you revenue exposure, but moving from sales to a strategic planning role inside the same company gives you a completely different kind of visibility. Luna: I see that distinction. One is tactical, the other is structural. You are trading immediate depth for long-term breadth. Lucas: Yes, and the key is timing. You don't want to move too early, where you haven't mastered your first domain, but you definitely don't want to wait until you are bored out of your mind. The sweet spot is usually after you have delivered two or three major wins in your current role. Luna: That makes sense because once you have proven yourself, you have leverage. You can negotiate the terms of the lateral move rather than just accepting whatever is open. Lucas: Absolutely. This is where most people fail. They apply for the lateral role as if it were a new job hunt, begging for a chance. Instead, you should frame it as a strategic deployment. You tell your manager, 'I want to take on this adjacent challenge because it will help me solve problems for our team more effectively.' Luna: That reframing is huge. It turns the move from a personal ambition into a business solution. How do you convince the new manager to take you on board? Lucas: You pitch them on the transferable skills you already possess. If you are moving from finance to operations, you highlight your ability to analyze cost structures and optimize workflows. You aren't starting from zero; you are bringing a specialized lens to their problems. Luna: It sounds like you are advocating for a portfolio career approach within a single employer. Building a diverse set of experiences rather than a linear one. Lucas: I am. And I think this is particularly relevant right now, given how volatile the market is in September of twenty twenty six. Companies are less likely to hire external leaders for complex roles. They are promoting from within, but they are promoting the people who have seen the whole machine, not just one gear. Luna: So the internal talent pipeline is prioritizing generalists over specialists at the senior level. That changes how we should advise listeners to plan their next five years. Lucas: It does. Let's talk about the actual process of making the switch. First, you need to map out the adjacent roles. Who in the organization has the problems you are interested in solving? Then you start having informal conversations with those leaders before any posting exists. Luna: Networking internally before the need arises. That is proactive relationship building rather than reactive application. Lucas: Exactly. You want to be known as the person who can bridge gaps. When a project requires input from both legal and engineering, you are the person who speaks both languages. That becomes your unique value proposition. Luna: And that visibility is exactly what gets you noticed by upper management. They see you facilitating cross-functional alignment. Lucas: Right. Now, let's address the compensation aspect, because this is where people get nervous. Lateral moves often come with flat salary bumps, unlike promotions which might jump you a percentage point or two. Luna: Yeah, the short-term hit can feel painful. How do you justify that financial trade-off to yourself and your household? Lucas: You view it as an investment in human capital. If a flat move accelerates your path to directorship by two years, the cumulative earnings difference over the next decade far outweighs the initial dip. Plus, you gain options and equity that might be attached to the new role. Luna: So you are essentially buying speed with a temporary reduction in cash flow. That is a rational financial decision if the end goal is higher total compensation later. Lucas: Correct. And don't forget the non-monetary benefits. Access to better mentors, exposure to different stakeholders, and the confidence that comes from mastering new domains. Those things compound quietly. Luna: Confidence is underrated. Being competent in multiple areas reduces imposter syndrome because you know you can learn anything. Lucas: It absolutely does. But we have to be careful about one thing. Don't move so frequently that you look like a job hopper. Two or three lateral moves over a decade is a strong signal of growth. Five moves in three years looks like instability. Luna: Quality over quantity. Each move needs to have a clear narrative thread connecting back to your ultimate leadership goals. Lucas: Exactly. The story matters. You need to be able to articulate why each step made sense in the context of your overall development arc. Luna: If today was actually useful to you, the way these stay ad-free is listener support — buy me a coffee dot com slash fexingo. Lucas: Thanks for keeping us going. So, getting back to the execution, how do you handle the transition period itself? Because you are leaving a team you helped build. Luna: That is the emotional part. You want to leave on a high note, ensuring your legacy is positive while you move on to the next challenge. Lucas: Document everything. Create playbooks for your successor. Show that you care about the continuity of the work even as you pursue your own growth. That maturity is a key trait of senior leaders. Luna: It reinforces the idea that you are building a reputation, not just collecting titles. What is the biggest mistake you see people make during these lateral shifts? Lucas: They underestimate the learning curve. They assume that because they are smart, they will pick up the new role quickly. But every function has its own culture, jargon, and political dynamics. You have to be humble enough to ask questions. Luna: Humility is essential. You are entering someone else's territory. You have to respect the existing ways of doing things before you try to change them. Lucas: Spot on. Listen first, observe second, act third. That rhythm prevents you from walking in and disrupting productive processes unnecessarily. Luna: So the lateral move is really a masterclass in adaptability and influence. Are there any tools or frameworks that help people identify the right adjacent role? Lucas: I recommend mapping your current skills against the pain points of other departments. Where are the friction points? If sales complains that product doesn't understand the market, and you have a background in both, that is your opportunity. Luna: Identifying the friction and positioning yourself as the solver. That is a very powerful way to define your next career step. Lucas: It is. And it shifts the focus from 'what title do I want' to 'what problem do I want to solve.' The title follows the impact. Luna: I love that framing. Impact first, title second. Does this approach work equally well in smaller companies or is it more of a large corporate strategy? Lucas: It works everywhere, though the mechanisms differ. In small companies, you might literally wear multiple hats simultaneously. In large corps, you rotate through formal programs. The principle remains the same: expand your scope. Luna: So whether you are at a startup or a Fortune five hundred, the logic of compounding breadth holds true. Lucas: Always. The only variable is how you structure the conversations with your managers. The intent is identical. Luna: Final question for you: if someone is listening right now who feels completely stuck in their vertical track, what is the first step they should take tomorrow morning? Lucas: Schedule coffee chats with three people in departments you find interesting. Ask them what their biggest challenges are. You might discover a lateral path you never considered. Luna: Curiosity drives the pivot. Start by listening, then look for the overlap between their needs and your skills. Lucas: And remember, the goal isn't just to get promoted. It is to become the kind of leader who can navigate complexity. Lateral moves are the training ground for that complexity. Luna: A compelling argument for stepping sideways to move forward faster.