In a recent LinkedIn post, Shulinlee discusses the significant, often underestimated, impact of poorly chosen promotions on employee retention and company culture. Shulinlee shares an anecdote illustrating how a single ill-advised promotion led to the departure of six key employees within a four-month period, highlighting a recurring pattern observed over 15 years of recruiting experience.
Shulinlee writes:
“One bad promotion cost a company six of their best people in four months.”
The core of Shulinlee’s argument is that promotions are not merely individual rewards but powerful signals about a company’s values and culture. When employees perceive that promotions are awarded based on factors other than merit or leadership potential – such as political maneuvering or taking undue credit – it erodes trust and morale.
The Perils of Promoting the Wrong Leader
Shulinlee details the characteristics of the individual who was promoted in the observed case: not incompetent, but lacking the fundamental skills for leadership. This individual reportedly took credit for others’ work, diminished team members in meetings, and prioritized politics over people development. Despite these behaviours, the promotion was granted by the company’s leadership.
This situation, according to Shulinlee, is far from unique. Reflecting on extensive experience in recruitment, Shulinlee notes a common sentiment expressed by candidates:
“I didn’t leave because of the job. I left because of who they put above me.”
This highlights a critical disconnect where the perceived values of the organization, as demonstrated through promotion decisions, clash with the expectations and standards of high-performing employees. Shulinlee emphasizes that top talent is acutely aware of these dynamics.
Promotions as Culture Indicators
Shulinlee asserts that employees are constantly observing who gets promoted and, crucially, what behaviours are implicitly or explicitly celebrated by management. When an individual who exhibits negative or ineffective leadership traits is advanced, it sends a powerful message to the rest of the team.
As Shulinlee explains:
“They notice who gets promoted. They notice what behaviour gets celebrated. And when they see the wrong person climb, they don’t see a promotion. They see a message about what this company actually values.”
This message, if misaligned with the aspirations of the best employees, can lead to quiet departures. Shulinlee posits that rather than confronting the issue, employees who feel this dissonance are more likely to leave discreetly, viewing their departure as a rational response to a misaligned organizational culture.
The True Cost of Promotion Decisions
The central thesis presented by Shulinlee is that promotions function as critical “culture decisions.” Each decision to promote someone communicates to the entire team what kind of environment the company is fostering and what behaviours are truly valued and rewarded. Shulinlee concludes with a strong admonition to leadership:
“Promotions aren’t rewards. They’re culture decisions. Every single one tells your team what kind of company you’re building. Choose carefully.”
This perspective underscores the strategic importance of the promotion process, framing it not just as an HR function but as a fundamental driver of organizational health and employee loyalty. Shulinlee’s insights serve as a crucial reminder for leaders to be deliberate and discerning in their promotion choices, recognizing that these decisions have far-reaching implications for retaining their most valuable assets.
📝 About This Content
This article is based on insights shared by Shulinlee on LinkedIn.
📅 Originally posted on June 3, 2026 | View original post on LinkedIn →