Promoted people at your company probably weren’t the best performers… the data is starting to back this up

Title: Why Promoted Employees Aren’t Always the Top Performers—and What Leaders Can Do About It

A recent survey exploring return-to-office (RTO) mandates reveals a provocative insight: 72% of workers feel the policy is designed more to push people out than to foster real collaboration. While this concern about policy design is newsworthy, a less discussed implication deserves attention—the impact on who ends up at the top.

A recurring pattern emerges across organizations experiencing restructuring and policy shifts: individuals who survive the upheaval, endure mandates, and are subsequently promoted are not necessarily the highest performers. Instead, they tend to be those with the strongest proximity to decision-makers. They are visible in the right meetings, known by the right people, and present when metrics of presence are recorded.

In many management conversations, this observation isn’t controversial; it’s simply not widely discussed. The more uncomfortable takeaway for managers is that performance evaluations often appear to measure visibility more than actual performance. And visibility frequently correlates with access to leadership, access to information, and participation in informal networks.

So, what can organizations do to counteract this dynamic? Here are some practical approaches for leaders who want to promote merit-based advancement rather than visibility-driven promotion:

• Clarify performance criteria: Define objective, role-specific success metrics that are tied to business outcomes. Ensure these metrics are measurable, trackable, and linked to strategic goals.
• Standardize evaluation processes: Use consistent, written criteria across teams and levels. Incorporate multiple perspectives (peers, direct reports, managers) to reduce single-source bias.
• Document opportunities and contributions: Maintain records of individual impact, including initiatives, cross-functional collaboration, and measurable results, not just attendance or presence in meetings.
• Normalize access to information: Create transparent channels for information distribution so high performance isn’t contingent on being in the right room at the right time.
• Invest in development and exposure: Provide equitable access to high-visibility projects and mentorship, ensuring high-potential employees aren’t limited by informal networks.
• Regularly audit promotion decisions: Periodically review promotion outcomes for patterns that indicate bias toward visibility, and adjust criteria or processes accordingly.

Are there managers actively working to correct for these biases, or is this phenomenon treated as an inherent feature of organizational life? If you’re leading a team or organization, what steps have you found effective in promoting a fair, performance-based culture?