Companies are making big investments in AI, but they’ve become more thrifty about people. That’s not a coincidence: since the launch of ChatGPT, we’ve seen a steady stream of highly visible layoffs, quiet trimming, and voluntary severance programs. In the age of AI, some companies that previously emphasized topline revenue have started to develop greater discipline around expenses.
That’s a good thing—it will make them more resilient to future economic downturns. AI and other efficiencies boost productivity. But on the downside, a leaner workforce means fewer promotions and less internal mobility. Candidates are now competing for fewer job openings, and great leaders who, a few years ago, would have been quickly promoted, now feel stuck in their roles. This dynamic is not likely to change: dramatic increases in automation mean companies will get smaller, not larger.
In this new world of work, you might think the only way to grow and get ahead is to switch companies. There is some wisdom in that. But for many people, there are compelling reasons to stay right where they are. They might love their team, enjoy the work, or need the stability of their current job.
If you’ve decided to stay put, growing in your current role can set you up for future promotions and improve your value in the marketplace. But how can you grow in the confines of your current job?
Focus on the outcome, not the obstacles. If you were promoted today, what would you want to accomplish? What would you work on? What are the big opportunities for transformation in your company? When exploring these questions, don’t start with constraints in mind like, “That’s my boss’s job” or “I can’t do that from my level.”
Instead, allow yourself unfettered freedom to imagine the impact you’d like to have. Some of the most consequential changes in companies are driven by someone other than the CEO. Is there a necessary company-wide or organization-wide initiative that no one is leading? Whether you’re in the C-suite or further down, do not allow limits in your thinking to constrain your aspirations.
Armed with an inspiring idea—and only after the “what” is clear in your mind—start thinking about how you might go about achieving or influencing it.
Push the envelope, but with care. Are you holding back because you believe certain tasks are outside the scope of your job? Are you worried about stepping on your boss’s toes? Now might be a good moment to thoughtfully test those assumptions.
Sometimes managers don’t delegate as much as they could because they are waiting for their direct report to step up. They’re thinking, “I need to know they can do it before I trust them enough to let go.” On the other side of the equation, the direct report feels tentative about taking more initiative or making larger independent decisions because they sense their boss is holding on and wants to be more involved.
Sometimes the manager will own this situation by initiating an open dialogue with their employee about taking on more responsibility. But often this doesn’t happen. The same outcome can be achieved when the change is initiated from the direct report’s side.
This requires both boldness and careful communication: boldness in taking initiative with larger workstreams, and thoughtful, transparent communication so that there are no big surprises. Depending on the relationship, it may just be a matter of keeping the manager informed. In other cases, it may require a dialogue that feels more like asking permission. Either way, don’t assume that your boss has the time, focus, or the skill to empower you to lead more of the organization.
Beyond your boss, consider whether other colleagues might perceive your plans as threatening, something that is more likely in a resource-constrained environment. In fact, broader initiatives usually require cross-functional cooperation and support. If your vision falls into this category, you may need to enact a strategic influence campaign. The opposite of clumsy stepping on toes, an influence campaign involves deepening relationships and trust with colleagues, understanding their interests, and where appropriate, enrolling them to partner on your larger initiatives.
Lean into your strengths. Large studies by Gallup have shown that people who focus on using their strengths are happier and more successful over the course of their careers than people who do not. There is a strong ROI for developing a more nuanced understanding of what your strengths are. Take the Strengthfinder 2.0 assessment and spend time absorbing the results. Look back over your career and reflect on your biggest successes, and what capabilities you were using during those periods. Ask friends and colleagues what they see as your strengths.
Using this knowledge, consider how you might more fully employ your strengths in your current role. What “superpowers” can you dust off or bring more fully into the light? How do the needs of your organization or company intersect with the best that you have to offer? This thinking process will help you uplevel yourself and your impact while staying in your current role.
“Growing in place” is a paradox: as your organization becomes more constrained, your thinking must become more expansive. It also requires you to be careful in how you communicate your plans with your manager and across your organization. Make no mistake: it requires the best you’ve got in you. But the rewards for your growth, and for your organization, can be great.