"I'm out of options. I'll tell her she'll be promoted in 6 months. It's worked before."
That promise cost me $2.4M and my reputation.
Sarah was my star CSM. The type who remembered clients' kids' names and sent handwritten birthday cards. Customers mentioned her in every QBR. NPS scores were nearly perfect.
But Antonio was rising fast. I had two aces on my team.
"Healthy competition," I called it. I'd always mention his wins in team meetings, watching Sarah become tense.
When Sarah asked about growth opportunities, I panicked. No senior positions were open.
But I couldn't lose her—not with renewal season approaching.
I had a playbook: Create competition. Keep them hungry. Promise promotions as needed to buy time.
"Six months," I promised. "We're creating a Senior CSM role. Keep up the great work and it's yours."
She stayed. I bought myself time.
It worked until the Walker account QBR.
"Sarah's been incredible," their CHRO said. "The new 30-day implementation roadmap she designed saved us weeks."
I smiled. "Yes, our implementation plan has been a huge success."
Sarah stiffened. It was her program. Created on her weekends. The same one I'd rejected twice—before presenting it to Senior Leadership as my initiative.
"By the way," the CHRO continued, "when's her promotion happening? She mentioned July."
It was August.
That afternoon, Sarah placed two letters on my desk:
Her resignation. And a note from Walker's CHRO.
"Remember Marcus?" she asked quietly.
Marcus. A rockstar. Left six months ago.
"You told him the same promotion story, didn't you? Had him competing with Claudia for a role that didn't exist."
She continued, voice steady. "I asked for mentorship. For development. Instead, you turned me against my teammates."
Two weeks later, Sarah joined our competitor.
A month after that, Walker followed.
The cost of my "temporary fix"?
-$2.4M in lost revenue
-An understaffed and overworked team
-Lost credibility with leadership
-A competitor's new success story
-And a lesson I'll never forget
During my last 1:1 with my VP, I tried blaming recruiting for not getting me "the right people."
She saw right through it.
Today? Different company. New approach.
-Honest conversations about growth
-Real development plans
-Collaboration over competition
When employees ask about promotions, I tell them exactly where they stand. Even when it's uncomfortable.
No more false promises.
People still occasionally leave my team. It happens.
The #1 reason why they leave? Internal promotions.
[Plot twist: I've never been a CS leader. However, according to McKinsey, 41% of employees quit due to a lack of career growth opportunities.
Somewhere today, a manager is making these same empty promises.
Don't be that manager. 😉]
Assistant Professor (Pharmaceutical Chemistry Department)
2moCongrats Rushikesh!🫡👏