82% of promotions are reportedly given to the wrong person, a figure that shows how difficult it remains for companies to objectively assess an employee’s readiness. This reality highlights the need to better understand the behaviours that truly differentiate those who are ready to move up.
Here are five key behaviours that make it possible to clearly identify candidates who are truly ready for promotion:

1) Developing before being asked

The employees who progress the fastest do so not because they are asked to, but because they choose to. They seek feedback, train regularly and model the behaviours of those in senior roles. Those who are ready to evolve go beyond the scope of their job: they anticipate needs, take on additional responsibilities and gradually adopt certain reflexes of the higher level.

This behaviour is in line with the expectations of the younger generations: 60% of 18-34 year olds want leadership training, and 33% are actively seeking leadership opportunities. Their drive for autonomous progress is a strong indicator of their future potential and their ability to take on a broader role. At Kingsley, we favour employees who adopt this proactive stance, rather than simply those who perform best in terms of numbers, because performance alone does not guarantee succes

2) Helping those around them to progress

Future leaders are not only distinguished by their own performance: they also have a positive influence on the performance of others. Feedback from teams and internal clients is often a very reliable indicator of this type of profile.

They identify operational obstacles, clarify processes, facilitate decision-making and become key points of contact. According to several experts, this ability to think and act ‘above one’s rank’ is one of the clearest indicators of managerial potential. We observe that the most lasting promotions are given to those who naturally elevate others, rather than those who seek power alone.

3) Managing pressure with discernment

Emotional maturity is a major factor in assessing employees who are ready to grow. Some data indicate that 75% of HR managers would favour a high emotional quotient over a high IQ for a managerial role.

The strongest candidates acknowledge their mistakes, learn from setbacks, arbitrate calmly and manage tensions. They remain stable, even in changing or ambiguous environments. This ability to combine clarity, perspective and stability makes them reliable candidates for roles where pressure and the human dimension are central.

4) Be open to continuous learning and expanding your expertise

Employees who are ready to evolve are not satisfied with the training offered by the company. They actively seek out new training opportunities, constantly research online and explore specialised content to deepen their skills and understanding of the profession. This proactive approach shows that they anticipate the needs of their role, remain relevant in the face of industry changes, and take charge of their own progress. Their curiosity and autonomy in learning are strong indicators of their potential to take on broader responsibilities.

Three practical tips:
• Regularly identify training courses or webinars related to your field and future role.
• Establish a weekly routine to keep up with industry trends, tools and best practices.
• Share your discoveries with the team to highlight your learning and enrich collective knowledge.

5) Identify problems and suggest ways to improve

Employees who are ready to grow don’t just produce results: they observe, analyse and identify structural problems that hinder performance. They spot inconsistencies, bottlenecks, unnecessary procedures and areas of friction between teams.

This type of behaviour reflects a broader understanding of how the organisation works and shows that they do not focus solely on their own area of responsibility, but are capable of addressing cross-functional issues that are essential to the success of a managerial role. To avoid confusing individual performance with managerial ability, clear competency frameworks and job descriptions remain essential: the best performer in the team is not always the one who will be able to take on broader responsibilities.

An example at Kingsley

To understand how these behaviours translate into a real career path, watch the video of David, a recruitment consultant at Kingsley who went from intern to team leader in 3 years. He explains how he structured his achievements, made his progress visible and laid the foundations for his progression to a leadership role.

More information?

Contact us today to discuss your recruitment needs and check out our other tips for boosting your hiring.