As careers progress, the decision-makers controlling opportunities move further away from direct observation. For instance, the board of directors considering an executive appointment does not experience their daily work. Where decision-makers cannot evaluate capability directly, they rely on interpreting signals. Where many accomplished professionals encounter what appears to be a ceiling, in reality, they have encountered a translation problem.

Most aspiring leaders spend years preparing for promotion. They focus on performance, execution, visibility within the organization, and relationship-building with key stakeholders. They assume that exceptional performance naturally leads to advancement because that is how most professional development advice is framed. They are wrong.