As the frustrated mid-career manager stormed out of the Senior Vice President's office, he blurted out the question asked by ambitious people in every organization: "What does it take to get ahead around here?"
The manager felt thwarted and bewildered. Once again, he'd been passed over for a plum job. He just couldn't understand it. He’d taken the company's management development courses, and his performance appraisals had been good. He had even volunteered and been chosen for several task force assignments. Now someone else had gotten the promotion he felt he deserved. Another career move had slipped through his fingers. It seemed that when it really mattered, he had not been given the chance to prove himself.
As the manager left the VP's office, she was concerned that the company might lose a solid performer. But from her perspective, it wasn't clear that an injustice had been done. The company had done its best to develop a fair and open performance appraisal system. The competency movement that had swept through the company several years before informed employees about the experience and accomplishments senior management were going to reward, as well as the capabilities that would be valued. The criteria were out there for all to see.
Even so, the VP knew it wasn't that simple. There were only so many slots, only so many people you could take a chance on. She also knew that it took a special set of qualities to function at the top of an organization. Despite all the training, there seemed to be important intangibles— certain critical qualities that were necessary for entry into senior management. Some people had them. Some people didn't. Being ambitious wasn't enough. Nor was being competent.