Promotions
Two good people, one lead role: who do you promote?
Write down what the new role needs before you look at either person, because the best individual performer is not automatically the best lead. Then compare both against that list on evidence: goals delivered, how colleagues describe working with them, how they handle disagreement, whether they already help others. Tell the person who missed out yourself, first, with honest reasons and a real path forward.
How managers put it
- “Both of them deserve it. How do I choose?”
- “My best worker wants the lead job, but I'm not sure she'd be good at managing.”
- “How do I tell the other one without losing them?”
What to do
1.Define the role first
List what the lead will actually do: run 1:1s, settle disagreements, plan the week, coach new people. Weigh those, not who has been there longest or who sells the most.
2.Compare the evidence side by side
For each person, look at goals set and delivered, recent reviews, feedback from peers, and how they handled a hard moment you saw. Put it in two columns on one page.
3.Look for leadership they already do
Who do people go to with questions? Who trains new starters without being asked? Who gets thanked by colleagues, not only by you?
4.Ask them about the job
Ask each candidate what they would do in the first month and how they would handle a specific team problem. Their answers show how they think about people, not just work.
5.Tell the other person first, in person
Before any announcement, tell them why, honestly, what you saw in them, and what would make them ready for the next opportunity. Then follow through on it.
Where LVL Up helps
Two or three people, the same evidence, side by side
The compare view puts up to three people in columns over the same twelve months: goals completed, feedback and recognition received, 1:1s held, reviews submitted and the latest manager rating. Counts and dates only, in the order you picked them; it names no winner.
A promotion case with criteria and a recorded decision
You write the proposed role, the criteria and the evidence for each, and the evidence counts are saved with the case. An admin approves or declines it with a note. The person it is about does not see it; they hear the decision from you.
Peer feedback and recognition from colleagues
Peer reviews and recognition show how colleagues experience each candidate, recorded the same way for both.
Career paths and skills on Growth
On the Growth plan, a skills matrix and career paths let you set out what the lead role requires and show the other candidate the route to it.
What it does not do
LVL Up does not rank people, score leadership potential or recommend who to promote. It shows the goals, reviews, feedback and recognition you compare, and records the case and decision you make. Approving a case does not change anyone's job title or notify anyone: you update the record and have the conversations, including with the person who missed out.
Common questions
Should I promote my best performer?
Only if the new role uses what makes them good. Excellent individual work and leading others are different skills, so compare both candidates against what the role needs.
How do I make a promotion decision fair?
Decide the criteria before you compare people, use the same evidence for each, and write down why you chose. Consistency is what lets you explain the decision afterwards.
How do I tell an employee they did not get the promotion?
In person, before anyone else hears, with honest reasons and specific things that would make them ready next time. Agree a development goal and check on it.
What if the other person leaves?
Some do. Your best chance of keeping them is an honest conversation, a real development plan, and noticing their work in the months after.
Related:
Keep the record in one place
1:1 notes, goals, reviews, feedback and recognition for your team, without an HR department. From $29 a month for up to 25 people.
The trial is 14 days with no credit card, then read-only until you choose a plan. See pricing.