Something to doGetting ahead
Find your gap to the next level
A simple exercise to see honestly where you stand, and choose the one thing to work on next
Why it’s worth your time
Growth goes faster when it's aimed at one thing. Held up against the next level's expectations, most people find they already do more of it than they thought, and that the real gap is narrower than a general sense of not being ready. Choosing one gap, and one you actually care about, gives your effort somewhere to go.
How to find your gap to the next level
You’ll come away with one gap you've chosen to close, and a first move toward it.
We’ll turn this into a checklist you can tick off.
- Put the next level's expectations in front of you.
Use your company's leveling guide if there is one, or what your manager has told you. Pick the three or four expectations that differ most from your current level.
Tip: If you don't have these yet, ask your manager what someone one level up does differently. Everything else rests on it.
- Write down where you already do each one.
Look back over the last three to six months. For each expectation, note one specific piece of work where you did it, even partly. A project, a meeting, a decision. Short answers are fine.
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- Be honest about where you don't yet.
Some expectations will have no example, or only a thin one. Those are your real gaps. Try not to explain them away, and try not to be hard on yourself either; everyone has them.
- Pick the one gap you most want to close.
Not necessarily the biggest. The best choice is usually a gap you're genuinely interested in, that your team needs, and that you could practice in the next few months.
Tip: If a gap bores you, closing it will be a slog. That's information, not a flaw.
- Take it to your manager as a question.
Share what you found and ask what they'd suggest. They may see it differently, and they may know where you could practice.
You“I've been comparing my recent work to what the next level expects, and I think the gap that matters most for me is making calls on my own. Do you see it the same way? What would you suggest I try first?”
Good moments for this: every few monthsa couple of months before review seasononce you've closed a gap and want the next one
We’ll turn this into a checklist you can tick off.
Keep going with Truest
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Anything else we can help you with this week?
Making it work for you
Every workplace is different. Here’s what to think about before you start, and what might get in the way.
Things to think about
Comparing yourself to the next level in your head tends to surface the gaps and skip the evidence. Writing the examples down first often changes the picture.
What might make this harder
Start with whatever you have: what your manager has said, or what you've seen the people one level up actually do. A rough list is enough to begin.
Questions people ask
How do I know if I'm ready for a promotion?
Compare your recent work to what the next level expects, with a specific example for each expectation. Where you have examples, you're likely already working at that level in part; where you don't, that's the gap.
What is a skills gap analysis?
A comparison between what a role expects and what you currently show. For your own career it works best as a short list: what's expected, where you already do it, and where you don't yet.
How do I ask my manager what to work on to get promoted?
Bring your own view first: the gap you think matters most, with an example. Then ask whether they see it the same way and what they'd suggest. It's easier to react to a draft than to a blank question.
Should I work on my strengths or my weaknesses?
Keep using your strengths, and pick one specific gap to work on alongside them. At the next level it's often one or two particular gaps that hold people back, not a general lack of skill.
Why this works, and where it comes from
Most people carry around a vague sense of whether they're ready for the next level. Some days it feels close, some days impossibly far, and neither feeling helps much with deciding what to do on Monday. Writing the comparison down, expectation by expectation, turns a feeling into a list. A list is something you can act on.
The first surprise is usually the evidence column. In your head, the gaps are loud and the examples are quiet. Put a real piece of work next to each expectation and many people find they already work at the next level more often than they'd given themselves credit for. That matters for confidence, and it matters practically, because promotions tend to recognize work people are already doing at the next level rather than come before it.
Then comes the choice. The honest move is to see every gap, and the useful move is to pick only one. It doesn't need to be the biggest. The gap worth closing is usually one you care about, that your team needs, and that you can practice soon. Interest matters more than it sounds: closing a gap takes months, and it's far easier to keep at something you want. Where the gap also helps your manager or team succeed, it becomes something they can support instead of something you do on the side.
Taking it to your manager as a question, not a conclusion, is what turns a private project into a shared one. Ask what they'd suggest rather than how you're doing; it's an easier question to answer honestly. They may see it differently, which is the point of asking. If you're in a rough stretch and mostly need to keep your head above water, this can wait. Come back to it when you have a little room.
Other simple things to consider
More in Getting ahead
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An exercise written by Truest, based on our experience. Last updated October 2, 2026. We sell a career membership; where that’s relevant above, we say so.