Question: Building a business case for my promotion

As a senior manager in my company, I've been asked by our CEO to submit a quick, 1-page proposal about what I would do if I were to take over all 5 teams in my department. I currently manage one of those teams.

Should I go for big picture changes or individual team improvements? A few of my peers likely got the same request. This is obviously very important and I am not sure where to start. Any ideas or tips?

Thank you in advance.

8 Expert Insights

You want to present a balance of both. Present your view and understanding of the goals of each team including those that are in anyway shared by more than one team or where inter-dependent effort is essential.  Be prepared with the metrics for  each goal in case your CEO asks for them.

Based on what you know about each of the 5 teams create a "bullet list" summary of common strengths and improvement needs across multiple teams and a brief (trying to keep the one page framework in mind) comment about any team whose performance is marginal and your action ideas for that team

Best wishes in your effort

Richard gave a great answer. I believe that managers who run organizations should always set a vision for where they want to take it over the next 2-3 years. I'd start with that. I would also discuss how I would get synergy going between the various departments (since you will run them all)...cross training, cross selling, overlapping resources, core competencies, etc.

I would present KPI's (key performance Indicators) for each of the departments, and how they would be benchmarked.

Good luck.


Go beyond what you'd do. Demonstrate strategic thinking, how you would boldly lead and how that would create stunning results. Rise above the pack.


You've certainly gotten some great advice and I don't disagree with any of my colleagues. So, the only thing I would add is presentation. I don't mean to say form over content, but you've only got one page, so make it a great one. I would start with an overall vision statement as Michael suggested. I would then move to overall synergies and KPIs or metrics. Finally if you have ideas for each of the departments individually you could add that as well. Be succinct, use a lot of white space so that it's easy to read. Make sure you prepare yourself for the conversation that's sure to follow.

All my best,

You already got some good answers. The only thing I would add is to assess how are such questions answered in your company. Your boss might want you to give him a short proposal first and later a more strategic answer.

I agree that you have already received some great answers.  I would add that your proposal should include your plan to fill your current position and responsibilities.   Communicating both your understanding and willingness to move on to the bigger and broader task at hand.

Super opportunity for you to "say who you are" regardless of whether or not you get the role.

- whatever you say in your presentation (tons of good advice from other mentors), have it be about more than this new role. this new role is not the last role you'll have.  Say your vision for you, as a leader and a leader contributing to this co's success.

- ask for an understanding of why this role is being offered: budget cutbacks? need to coordinate these functions better? strategy change?  the point of these questions is to show that you are thinking strategically and not just blindly saying 'yes'; what are the conditions for success for the role?

-ask for what you need to be successful:  budget for development for you and your teams (exec. coaching, team coaching); seat at certain decision making tables

all the best!

Great advice here. I only add one thing: Think in terms of OUTCOMES. What WILL OR CAN THE TEAMS ACHIEVE - alone and as part of the organization as a whole? Think: what difference will it make if I lead them as opposed to someone else. Good luck!