Why Promoting the Wrong Person is Riskier Than a Bad Hire, According to Mark O’Donnell

In a recent LinkedIn post, Mark O’Donnell discusses the critical difference in difficulty between correcting a bad hire and rectifying a poor promotion. O’Donnell argues that while businesses often have processes in place to address hiring mistakes, a comparable framework for promotions is frequently lacking, leading to more significant and lasting problems.

As Mark O’Donnell highlights, the consequences of a bad promotion can be far more damaging than those of a bad hire.

“A bad promotion is much harder to fix than a bad hire.”

He elaborates on this point, explaining that a poorly chosen promotion can erode team trust and set the promoted individual up for failure. “The team sees it all, and eventually, trust takes a hit,” O’Donnell writes. “Plus, now the person you promoted is now set up to struggle in a role they weren’t ready for.”

The Perils of Hasty or Indefinite Promotion Decisions

Mark O’Donnell points out that leaders often fall into one of two traps when it comes to promotions: either they move too quickly due to fear of losing a candidate, or they delay indefinitely due to a lack of clear criteria. “When it comes to this process, most leaders either move too fast because they’re worried about losing someone, or they stall indefinitely because they have no clear criteria for when the answer should be yes,” he states. According to O’Donnell, neither approach serves the best interests of the business or the individual.

A Framework for Effective Promotion Decisions

To combat these pitfalls, O’Donnell shares a six-point framework designed to help leaders make more precise promotion decisions. This framework emphasizes evaluating whether a candidate is already performing at the higher level, demonstrating consistent performance over time, and taking ownership proactively.

“Are they already doing the job above them?” ↳ The clearest sign is someone who has grown into the role before the title exists. ↳ They’re doing the work without being asked.

Additional criteria include the candidate’s ability to lead or influence others, whether their departure would create a significant gap (indicating they are already operating above their current level), and if the potential new role is genuinely defined and resourced. “A title without real scope, authority, or fair compensation isn’t a promotion,” O’Donnell cautions. “Make sure the seat is clearly defined before you make the call.”

The ‘GWC’ Filter and Retention Strategies

As a bonus, O’Donnell introduces the EOS filter: Get It, Want It, and Capacity to do It (GWC). He asserts that a negative response to any of these three questions should be a definitive ‘no’ for a promotion. He also strongly advises against promoting solely for retention purposes, stating, “And remember: promoting to retain someone is NOT a good strategy.” Instead, O’Donnell suggests that if a candidate seeks a title but doesn’t meet the promotion criteria, the appropriate conversation should focus on a development plan rather than a new role.