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Rethinking Judgement, Potential, and the Power of Change in Promotion Decisions
“He’s applied for the position, so we have to go through the interview process. We’ll never promote him though, not with his attitude. We all know that.” It’s a sentiment echoed across boardrooms and office corridors far too often. Assumptions made before the candidate even walks into the room. Promotions pre-decided. Opinions formed from fragments of past behaviour or hearsay.
Judgement, it seems, precedes opportunity.
The Risk of Rigid Thinking
In many organisations, groupthink silently governs decisions — even at the top. Promotion panels are swayed by historical perceptions, past behaviour, and whispered reputations. People are labelled as “not leadership material” based on isolated incidents or unchallenged assumptions. But in doing so, we risk missing out on those whose apparent defiance may actually be passion misdirected, or whose frustration masks unfulfilled potential.
Sure, some individuals may genuinely be unfit for promotion due to behaviour that could harm the organisation. But how often do we pause to ask: Why is this person like this? What shaped their attitude? And more importantly, can they change?
Understanding Attitude and Behaviour
Attitudes and values are formed early in life — through upbringing, environment, culture. They’re often ingrained, carried from childhood into adulthood, passed from generation to generation. But they are not set in stone.
Consider the person who, after decades of chasing material success, faces a health crisis in midlife. Suddenly, the cars, the real estate, the accolades — they all lose their meaning. Priorities shift. Resentment grows for what was once so deeply valued. That’s not just behaviour change — that’s attitude transformation.
So, what sparked the change? Experience. A pivotal event. Reflection. Which raises the bigger point: attitudes can evolve, particularly when people are given reason to. Responsibility, new roles, and trust can catalyse growth.
Can Organisations Change Too?
If we expect individuals to be open to change, organisations must mirror that openness in their processes. Leaders responsible for promotion decisions must ask themselves the hard questions:
Are we judging based on past behaviour, or future potential?
Are we offering real opportunities for change, or punishing people for not fitting our mould?
Have we, ourselves, fallen into fixed attitudes that prevent fair and objective decisions?
Micromanaging others’ growth while failing to reflect on our own is a missed leadership opportunity.
The Influence of Environment on Behaviour
Behaviour is fluid. The new recruit who criticises your company’s systems might, a few years down the line, be their staunchest defender. Why? Because environments shape perception. Behaviour adjusts to context. Soldiers follow protocols, employees wear uniforms, drivers slow down in school zones. We adapt. And with adaptation, attitude often follows.
So which comes first — attitude or behaviour? In many cases, it’s behaviour that shifts first, prompting a re-evaluation of long-held attitudes. Through repeated experiences, new contexts, and conscious decisions, even deeply rooted beliefs can be reshaped.
Giving People a Real Chance
Not everyone will change. But some will — and those who do may become your strongest assets. Sometimes, the very people once labelled ‘difficult’ are the ones who shine when finally given responsibility. They rise because someone gave them a chance to do so.
No, a business isn’t a counselling centre. But neither should it be a courtroom where people are sentenced without trial. Prejudging talent can quietly chip away at innovation, diversity, and morale. Worse still, it narrows the leadership pipeline.
After all, haven’t we seen time and again that even rebellious rock stars mellow with age?
Conclusion:
Before you dismiss a candidate because of their “attitude,” consider the broader picture. Understand where they’ve been, and where they might go with the right guidance. Look in the mirror, too — perhaps your own attitude toward others is the first thing that needs to change. Because the most progressive organisations are those that champion growth — not just in their business, but in their people.
