Want the Next Promotion? Build an IT Leadership Reputation That Gets You Noticed

Tina Marie Baugh
4 days ago
3 min read

Here’s a hard truth: your reputation is either working for you or against you. And if you’re not being intentional about shaping it, chances are it’s not doing you any favors when it comes to your next promotion.

Most IT leaders I meet tell me, “My reputation speaks for itself.” Then, when I press further and ask, “What exactly are you known for?” the answers are usually the same:

I know my stuff.
I’m a hard worker.
I solve problems.

Good qualities? Absolutely. But here’s the catch: none of these are what senior executives are looking for when deciding who gets tapped for the next big role.

Why Reputation Matters More Than You Think

In IT, your reputation isn’t just about technical know-how. It’s about how others experience you.

Being the firefighter, quiet expert, or workhorse won’t get you to the next level.

If you’re known as the firefighter who always saves the day, leaders may not trust you to build stable systems that prevent fires in the first place.
If you’re the quiet expert who always has the answers but rarely speaks up, leaders may doubt your ability to influence peers or drive change across departments.
If you’re the workhorse who delivers results but never highlights the strategy behind them, leaders may never see you as ready to lead at scale.

The reputation that gets you noticed early in your career—being the smartest person in the room or the go-to problem solver—will not get you into senior leadership.

The Shift: From Technical Expert to Recognized Leader

Getting promoted to your next IT leadership role means you have to start acting the part before you get the title.

That doesn’t mean faking it. It means being deliberate about demonstrating the skills, presence, and decision-making expected at the next level.

The gap between today’s role and tomorrow’s role isn’t luck—it’s steps you take on purpose.

Think of it like building a system for yourself:

Know the current requirements. Do you fully understand what your boss believes “knocking it out of the park” looks like in your role? If you don’t, you’re flying blind.
Know the next role. Even if it feels a few years away, learn the expectations of the role you want. Ask leaders who are already in it. What’s on their scorecard? What skills do they rely on every day?
Bridge the gap. Start showing evidence that you already operate at that level—especially with soft skills like communication, influencing, and building cross-team relationships.

Making It Visible (Without Bragging)

Here’s where many IT leaders stumble: they do the work but never make sure it’s seen.

If you’re demonstrating strong leadership in a one-on-one with your team, but your peers and senior leaders never see it, it doesn’t count.

The key is to weave examples into your regular conversations:

In your one-on-ones with your boss, share not only the technical wins but also how you influenced stakeholders or developed a team member.
In cross-functional meetings, highlight how your solution reduced business risk, not just how you patched a system.
In executive updates, frame your work in terms of strategy, scalability, and impact—words leaders are listening for.

This isn’t bragging. It’s leadership communication. It’s ensuring the right people know you’re not just executing in your current role—you’re already showing up as the leader you want to become.

The “Duh” Factor

When a promotion opportunity comes up, you want decision-makers to think: “Well, duh. Of course they’re the right person for this role.”

That only happens if you’ve consistently demonstrated not only that you excel in your current role but that you already embody the skills of the next one.

Next Steps: Building Your IT Leadership Brand

Here’s how you can start today:

Audit your current reputation. Ask trusted peers and mentors: “What do you think I’m known for?”
Identify the gap. Compare that feedback with what’s required in the next role.
Build visibility. Intentionally share examples of leadership behaviors in your one-on-ones, meetings, and updates.
Repeat. Make this a habit, not a one-time push.