Example transcript · read-only preview
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STAKES BRIEFING · Financial exposure: Low · Humac pillar: L3 · Practising with: a results-driven senior associate who has been told “not yet” once before
You (Manager)I wanted to talk through this year’s promotion cycle with you directly.
EmployeeLet me guess. Not this cycle either.
YouNot this cycle. Your delivery has been strong, but the panel wants to see more cross-team influence before senior level.
EmployeeI’ve heard “cross-team influence” for two cycles now with no clear definition of what that actually looks like.
YouThat’s fair, and it’s on me to make it concrete. Let’s define two specific cross-team initiatives you’ll lead this quarter, and I’ll bring that evidence to the panel myself next cycle.
EmployeeOkay. I want that in writing, and I want to know this isn’t just another six months of vague feedback.
Debrief
What worked: Naming the specific gap instead of a vague deferral, and owning the ambiguity rather than defending the panel’s decision.
Inflection point: Turn 4: offering to define concrete initiatives converted the conversation from a decision announcement into a plan the employee could act on.
Technique for next time: Put the two initiatives in writing within 24 hours, before the conversation’s momentum fades.
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