When one of your staff members makes this statement, how do you react? If the person is a strong contributor you may agree with them. If they are a marginal producer, you might have to work hard to keep a straight face. In both of these cases, the employee has applied pressure to you as the manager to respond to their demand. They are in the driver's seat and you are on the defensive.

In the case of the top performer, while you may agree that they should be promoted, you may not be the only decision maker. Many companies require at least two levels of management to approve a promotion. Additionally, there may not be a business need for another position at that level.

The marginal performer clearly has an unrealistic view of the results they have achieved. You are faced with turning the conversation into a tough performance discussion.

Rather than accepting the responsibility to respond immediately, I recommend that you open a dialogue with the employee. Don't immediately agree or disagree. First, remind them that while their growth opportunities are important, their individual goals need to match up to the company's goals. Then ask a few open questions:

• What have you accomplished that has prepared you for this promotion?
• How has the business gained from your contributions?
• How will this new position benefit your career goals as well as the company's goals?

These questions move the conversation away from the emotional reactions. They give you the ability to have a candid conversation with the employee about your assessment of their contribution and the business needs. If the employee is really ready for that promotion, it will give you concrete results that you can use as you pursue additional approvals. If they're not ready, it gives you the opportunity to coach them on how to strengthen their case for the future.