In a recent LinkedIn post, Jill Avey explores a critical competency gap that often hinders the career progression of capable Directors, preventing them from reaching Vice President roles. Avey identifies a distinct difference between the skills that earn a Director position and those required for executive leadership, emphasizing that strategic success is not a monolithic skill but a combination of five distinct competencies.
Avey posits that while many Directors excel at the analytical and ideation aspects of strategy, a crucial element often overlooked is the ability to navigate and influence organizational dynamics. She highlights:
“Strategy isn’t one skill. It’s five competencies. Most capable Directors are already strong in the thinking ones. You read the situation and turn ideas into outcomes. That is real strategy, and it is what got you here.”
The core of Avey’s argument centers on a competency she terms “Move the system.” This, she explains, is the ability to effectively manage organizational politics and stakeholder engagement, a skill that often appears as mere politicking to those who lack it. It involves understanding people and power structures, securing buy-in before decisions are formally made, and building the necessary support to champion an idea even in absentia.
The ‘Move the System’ Competency Explained
According to Jill Avey, the strategy that propels careers forward is distinct from the strategic thinking that secures a Director-level role. The former requires not just intellect and planning, but a sophisticated understanding of how to enact change within an organization. Avey writes:
“The one that stalls careers is different. It is Move the system. Reading people and power. Getting stakeholders behind a decision before the meeting, not during it. Building the support that carries an idea when you are not in the conversation.”
Avey observes that when individuals are weak in this “Move” competency, their natural inclination is to lean on their existing strengths. This often results in the creation of more detailed analyses, tighter plans, or more polished presentations. However, as Avey points out, these efforts can fall short if the crucial step of securing stakeholder alignment is neglected.
Why Analysis Isn’t Enough
The post explains that a common pitfall for high-achieving Directors is the over-reliance on analytical prowess. While sharp thinking and robust planning are essential for strategy development, they are insufficient for implementation if the human element of organizational change is not addressed. Avey states:
“From the outside this looks like politics. It is the part of strategy that happens between people instead of on a slide.”
This dynamic often leads to frustration, as Avey describes the scenario where meticulously crafted strategies fail to gain traction because the necessary groundwork with key individuals has not been laid. The decision-making power, she notes, ultimately resides with those who have been brought along and engaged in the process.
Developing Strategic Influence
Crucially, Jill Avey offers a message of hope, emphasizing that the ability to “Move the system” is not an innate personality trait but a learnable competency. This suggests that Directors who recognize this gap in their skill set can actively work to develop it.
Avey concludes her post by encouraging followers to engage further for practical guidance on cultivating this essential skill. She asserts that mastering the art of understanding organizational systems and proactively building consensus can be a significant differentiator in achieving senior leadership roles.
📝 About This Content
This article is based on insights shared by Jill Avey on LinkedIn.
📅 Originally posted on July 25, 2026 | View original post on LinkedIn →