Executive Readiness for Directors: Why High Performers Don’t Get Promoted
- Maya Grossman
- Jan 8
- 5 min read
You’ve probably heard people say, “Act like an executive.”
But no one ever explains what that actually means, especially on a Tuesday at 3 p.m. when you’re buried in Slack messages and fighting to hit deadlines.
During my 20 years in corporate and across two VP roles, I’ve managed dozens of high performers. I’ve helped people move from Senior Manager to Director, from Director to Senior Director. I’ve also had moments when I couldn’t confidently put someone forward for promotion, even though they were hardworking, talented, and deeply committed.
Why? Because when I evaluate readiness, I’m not just looking for effort or potential.
I’m looking for evidence of executive behavior.
At that level, promotions aren’t based on promise, they’re based on proof.
To advocate for someone, I need to see that they can think strategically, make decisions without constant approval, understand business implications, and lead others.
When those qualities are visible, the case for promotion is easy. When they’re missing, even a high performer becomes a risky bet.
So today, I want to share a few real situations that made this distinction clear. We’ll use the name “Alex” as a stand-in — a blend of several employees I’ve worked with — to show you what it looks like when someone still operates as an individual contributor… and what it looks like when they start showing up as an executive.
Because executive readiness for directors isn’t a mystery, it’s a set of choices you can practice every day.
Let’s dive into it.
When “Strategy” Isn’t Enough for VP Promotio
A while back, I asked Alex to create a quarterly strategy for her area of responsibility.
She was excited and delivered something comprehensive: every campaign, every possible initiative, every good idea she could think of.
The problem?
It wasn’t a VP-level strategy, it was a wish list that doesn’t demonstrate executive readiness for directors.
There was no connection to the company's priorities.
No recognition of our limited headcount or nonexistent budget.
No trade-offs, no focus.
And that's where many high performers get stuck - thinking that thorough equals strategic.
When I reviewed another director's plan as a comparison, the difference was striking.
Her version focused on four initiatives - each tied directly to business goals, with KPIs, estimated ROI, and clear reasoning for what didn't make the cut.
It also represented the budget and headcount constraints, alongside a case for additional budget.
It wasn't about being smarter. It was about being decisive.
Strategy isn’t about doing everything, it’s about knowing what to focus on and what to say no to, and that requires judgment.
Executives choose what matters most and stand behind those decisions.
Ownership vs Permission: Thinking Like a VP
In another case, I asked Alex to take full ownership of a major vendor relationship.
This was a $100k project that took up a big portion of our budget and was a key initiative for Alex’s department.
But over time, the vendor started calling the shots. They decided priorities, timelines, and even suggested she skip a commercial shoot because “they could handle it”. And she agreed.
That moment was eye-opening for both of us. It was textbook waiting for permission instead of leading and taking ownership.
Yes, the vendor we worked with had a team of experts who knew what they were doing, but that was no reason to outsource decision-making. They should be consulted, but VP-ready Directors make the calls, demonstrating executive readiness for promotion.
When I stepped in, we reset expectations. We clarified that her voice carried authority, that showing up mattered - literally and figuratively.
Because executives don't let external partners steer the ship.
They lead the process, make the calls, and stay visible when it counts.
Visibility Doesn’t Equal Executive Impact
In another case, we created an opportunity for Alex to present a quarterly plan to the C-suite. A big visibility moment.
Her first draft was 25 slides and full of activities, metrics, and marketing jargon.
But it lacked a clear narrative, alignment with business goals, and context.
It was what you’ll get if you Googled “what to put in a presentation” and used every bullet point…
So, we rebuilt it together to show a clear direction.
We ran a quick survey with the sales team to understand their top priorities and align with them.
We cut the deck from twenty slides to three key actions tied to measurable revenue impact.
And we clarified timelines and scope to align expectations.
The revised presentation landed perfectly - not because it was flashy, but because it was focused.
VP-ready Directors show direction, not just detail, signaling the executive readiness that drives promotion.
High Performer vs Executive-Ready: The Gap for Directors
After seeing these scenarios play out over and over, here's what I learned.
The gap between high performance and promotion is rarely skill.
It's how you think and operate when the scope expands.
Executive-Ready | |
Creates long lists to prove capability | Prioritizes and explains trade-offs |
Waits for direction or approval | Drives clarity and alignment |
Defers to experts | Leads experts |
Focuses on doing | Focuses on deciding |
Measures output | Measures business impact |
When you cross that line - from executing to owning - promotion conversations stop being debates. They become an easy next step for your manager.
Bridge the Gap with the ACE Framework
If you want to know whether you're operating at the next level, use this quick scorecard I use with my clients. For each of these, rank yourself between 1-5. Where 1 is "Not at all" and 5 is "I have mastered this skill".
A - Alignment
Can you connect your work to top company priorities and explain what not to do - and why?
C - Control
Are you the one setting direction, defining success, and holding partners accountable, or are you waiting for others to lead?
E - Evidence
Can you back your decisions with data, trade-offs, or ROI assumptions - instead of opinions or effort?
When all three are present, executives see you as VP-ready, demonstrating the executive readiness for directors that positions you for promotion.
This is what showing up as an executive looks like. Every day interactions that send the right signals.
So, where do you stand right now? Which area have you mastered, and which one(s) need more attention?
This is your game plan for the next 3-6 months.
Your Next Steps to Becoming VP-Ready
Recognized yourself in any of the examples? That’s your sign to start taking ownership.
Think strategically, not just execute efficiently
Make decisions without constant approval
Lead the direction, don’t just follow
Connect the dots to the business
These are the skills that make you executive-ready and make it easy for your manager to advocate for you.
Ready to bridge the gap to VP? Join our free VP promotion masterclass to learn how Directors in tech develop executive readiness and become the obvious choice for promotion.
I believe in you, and I’m rooting for you ❤️
