This past year I had what I thought was an outstanding year, was given a 20%, but not promoted to L63. Great post! Never "threaten" to leave or waive external offers in my face unless you're fully prepared to be escorted out of the building that minute. Learn how this feature works. Let's Hear it for the Girl! Any idea on when is this going to change? So he is looking to become partner this year on the team's work. Make them successful at their job. Given all that, the two things that are key to promotion are:1) Your relationship with your skip level manager. Who cut and paste buggy shit all over the codebase and don't know some of the things that a good L62 should know. Think about why they're able to do that.-jcr. Its difficult to transfer to a new position because at a high level, what group is going to take you on to a new position you have no experience in. The reason why they were 65's are:1. It turns out that typically your immediate manager has little control, it's all decided at higher levels. my recommendation is you take the offer if you've gone this far. Expect my salary to go up after the cleanup. If you reach L63 during your time at Microsoft, especially if you started at L60 or below, you should celebrate. The CSPs are a good attempt to define each level, but anyone who is looking at the CSPs and saying I do that, and that, , but Im not getting promoted is almost certainly missing the point.---I used to work in Devdiv, and I respect Kelly a lot. And I'm going to tell you right now, I'm 99.9% sure what needs to change is you. The microsoft people have already decided you're not a good 'fit'. Great post and comments. Here are some things from my perspective.1. A mistake was a huge cost. So once again, a big part of your job is learning how to become a ninja at firguring out what your management wants from you -- even when they haven't articulated it in any kind of measurable way -- and then doing it. If they can, pay attention: They don't even know the area as well as your superiors, and you need to spend more time covering your bases. When someone gives you the hard advice to succeed, it's quite the gift. Tips for getting them on your side:1) Ask for Exceeded. . Thats a very helpful answer. I am not worried. Some of them don't have a very good idea of what a Level 65 does since they have not had much experience with those promotions. Like any organization MS has its own unique culture and cannot possibly be all things for all people. Microsoft is a Technology Giant and has been the biggest Technology Company in recent years. Staff Software Engineer, Google Cloud Platforms, Senior Staff Software Engineer, Infrastructure, Principal Engineer, Developer Platform Systems, Senior Software Engineer, Mobile (Android), AR. An accomplished and proven Director / Tech & Business Principal / Programme Manager / Business Partner / Service Delivery Manager with a wide-ranging skillset, experienced in leading teams to success. Embrace whatever people are saying are your flaws. This is a problem, at least up to level 65. The Making of an Expert: in the great Harvard Biz Review article of this title the author debunks the myth that experts are born, rather than made. Don't let HR lie to you, this is a stack rank exercise. It's an excellent product. Go and restart in another org and dig through their historical biz and people stability during your informationals. She partners very closely with colleagues to develop and drive the people strategy across the UK GEO. If you have your mnanager in your pocket, you cna achieve greate heights in life. Microsoft Senior Director Software Engineering Manager Compensation If you find yourself in this spot - get a good external mentor to help you manage through it if you don't feel you can have this conversation with your manager.4. Find a way to make or save them money. Seems like "director" in Microsoft is not really a level like it is in google or fb (not sure what it means). Because when it comes time to roll people out of the team (as teams do from time to time) this "No, never" a marker that is used to help figure out who - at I and II CSP levels - is either on-track or out. Attack problems within your own areas of influence proactively and generate that same good vibe among peers. Let's Hear it for the Boy! That is, its hard to define, but I know it when I see it. These two lines really serve to summarize the incoherent blithering that was jcr's post.Whoa, really? If you can learn to do this you become incredibly valuable.5. Finally, take heart and dont become too discouraged if this is taking a little longer than it seems like it should. Experienced sales manager with skills in strategy, lead of direct reports, developing sales forecasts, products pricing and launching new products to the marketplace.<br>Proven abilities to manage key account relationships and large-scale projects.<br>Experienced in presenting to executive senior management, meeting with customers at CxO level and coordinating salesmen's Activities.<br><br . If you want to succeed at Microsoft (or anywhere else where you have a boss), the most important thing you can do is figure out exactly what your management wants from you and then make sure you deliver it in spades.Junior people often make the mistake of thinking this means "I will do my job to the best of my ability" and then they go off and work really REALLY hard at things their management doesn't find nearly as important as they do and so come review time these folks are *shocked* to hear that all of their blood, sweat and tears did not make the impression they'd hoped. Within the comments, I hope to elicit advice that follows up on what I start here, and maybe even contradicts it. For context, I have always been "exceeded" or "high achieved", If you want to dig a bit more around job titles which gives you an idea of someones level or the dispersion of a team, remember that the title you see in Outlook is not the real title, its just the address book title. He won't answer your questions on what is going on or you get vague answers.All of this in most cases is probably directives from HR. Similarly, the best predictor of your success at the next level is your success at the current level! Remember the "how".All the things Mini mentions do translate further up in levels. Here is my question, I don't trust that my manager will fight for me to get me to 63 for the following reasons:- The area I own is not big enough for a 63 but at the same time there is not other areas he can give to me given where we are as a team without taking away from my peers, something he would not want to do unless there is a big problem with a peer not delivering which is not the case.- Innovation - this leaves me with trying to come up with other areas that the team can focus on in addition to current goals to leap frog us and which I can own; so far even though some of my ideas are really good (according to the mgr) the timing is off (ie the team has not reached that level yet where my ideas would be practical to implement given the big ROI)In short I can't trust that this mgr will get me to 63 in a time frame that I would like to see it happen (provided that I nail the qualities you highlight for a 63) which leaves me with the following choices:-Sticking around and continue working on displaying 63 qualities until the above points change, and who knows how long that will take- leave for another team internally (which means a bit of time to establish myself again etc) but at the same it would give me more clear timeline of when I can say I am 100% delivering as a 63.-get external offers (eg from Google), bring it up with the mgr and thereby force a change (more responsibility) since leaving would hurt the team in at least the short term. Secondly, finding a suitable mentor to help them overcome that weakness. Director can be applied to L65 or L66. Add your salary anonymously in less than 60 seconds and continue exploring all the data. It's hard for L63. First, self criticism to identify weaknesses. This past year I had what I thought was an outstanding year, was given a 20%, but not promoted to L63. Apple should in no way be throwing stones at Microsoft in this regard. I made it to L63 in a year (I was probably under leveled when I arrived). If your boss isn't banging his fist on the table for you, it won't happen. Copyright 2008-2023, Glassdoor, Inc. "Glassdoor" and logo are registered trademarks of Glassdoor, Inc. It's a good time to flip back through that. Add your salary anonymously in less than 60 seconds and continue exploring all the data. Show me you can do this and want to learn more and you'll be on my radar as a possibility.6. Bottom line is this: It's very easy to find imperfections. No one wants an employee who is staying for the money -- and you don't want to be that employee, either. This is the first year I have spent more than 2 years at a level (L61) and still not gotten a promotion. Also, there's 2 ladder, management ladder and seniority ladder. Ah, dude, my boss is in the way of my promotion. -- Business Transformation Executive with demonstrated experience in managing and implementing large transformation programs through all levels of the organization in order to build growth, grab new market opportunities or reduce costs.<br><br>- Building on Solid experience in Functional roles (Sales, Marketing, Delivery Operations) to drive those programs <br>- Sales Oriented Business . Skilled in Surfer 8, MS Project, Primavera, Microsoft Excel, Analytical Skills, Customer Service, Customer Success Management, Vendor Management and Sales. In the beginning, I volunteered for these tough areas that no one else wanted and over time, my brand became the fix it guy. Take responsibility for defining the component in front of you -- is it really the right thing for the product/team? While a manager can help coach you, and you can follow the advice in this post and comments (most of which are great, by the way), you have no way of knowing if there are 0 or 10 people also on the team doing the same things, ahead of you for the limited number of promotions available. . If only your manager knows you then it is unlikely (at least on paper) that you will move beyond L62. To go to L60 as an IC you need to show leadership in your group, proactivity in taking new challenges which affect the success of the group, and be a SME on your tech area (if in a tech role).L61 = M1 of a medium sized team or an IC role which influences the results of a v-team significantlyL62 = M2 or M1 of a large team, or a lead role for a large cross-group initiative (e.g. In my org the cut is 70% on promos. Ultimately humans make decisions either by heart or brain. EQ/IQ and Collaboration. The true professional with loads of potential is left to Sulk. Rather nice site you've got here. > Lots of very true points.