Meera has been working in her company for six years.
She started in an execution role. She was good at getting things done and became the person her manager could depend on.
Over time, she learnt new skills. She started understanding the business better, handling clients and contributing to bigger decisions.
But whenever a new project came up, she was still given the execution work.
One day, she asked her mentor, “Why don’t they give me something more strategic?”
Her mentor asked her a simple question.
“How many people outside your team know what you can do now?”
Meera had never really thought about that.
Her manager knew her capabilities. A few close colleagues had seen her grow. But most senior leaders still remembered her as the person who was excellent at execution.
And that is where career growth can become frustrating.
You may have developed new skills and become ready for bigger responsibilities. But the people deciding your next opportunity may still see you as the person you were three years ago.
Your capabilities may have changed. But other people’s opinion of you changes only when they see enough evidence.
Think about how we remember people at work.
Someone becomes known as the numbers person. Someone else is the one who handles difficult clients. Another colleague is remembered for always getting projects completed on time.
These impressions help us decide whom to approach when something needs to be done.
The problem is that people continue using these old impressions even after someone’s abilities have changed.
And unless they get a reason to think differently, why would they?
This is why doing good work alone may not always be enough to move your career forward.
You also need opportunities for people to see the kind of work you are now capable of doing.
That doesn’t mean constantly talking about your achievements.
It could mean volunteering for a cross-functional project, presenting your recommendations to senior management or taking ownership of a problem outside your usual responsibilities.
Sometimes, you may need to tell your manager directly that you want to be considered for different work.
Of course, visibility alone cannot guarantee a promotion or a new role. The right opportunities also need to exist.
But before concluding that your organisation doesn’t recognise your growth, consider one question.
Do the people making decisions about your career know what you are capable of today, or are they still making decisions based on what you were good at when you first joined?
Your skills can grow faster than other people’s picture of you.
If you keep getting yesterday’s work, check who has actually seen what you can do today.
→ Play The Pressure Room: see how you decide under pressure