Climbing the Creative Industry Ladder the Right Way

A common challenge for agency owners is managing career progression expectations, particularly among younger team members who anticipate promotions every year. It’s easy to dismiss this as entitlement, but is it really? Or is it a sign of a deeper disconnect between career growth expectations and company structures?

Understanding the Expectation

For many younger professionals, rapid career progression isn’t just a desire – it’s seen as an essential marker of success. Social media is filled with stories of people making huge career leaps in record time, reinforcing the idea that growth should be frequent and visible.

This mindset shift is also driven by the evolving world of work. Start-ups, freelancing, and side hustles have proven that career acceleration is possible outside traditional corporate structures. Naturally, younger professionals expect similar agility in their full-time roles.

Where the Disconnect Happens

From a leadership perspective, promotions are typically tied to skill mastery, business needs, and tenure. Many organisations still operate within structured cycles, where promotions occur annually or even less frequently. This can create frustration on both sides: employees feel stagnant, while leaders struggle to balance expectations with business realities.

A lack of communication about career development only makes things worse. Without a clear roadmap, employees may feel overlooked or undervalued, leading to disengagement or job-hopping.

The Advantage of Our Industry

Unlike traditional corporate environments, the creative industry offers a more dynamic career landscape. If you have the talent and are willing to put in the work, progression can be rapid. Multiple promotions in a short period aren’t a problem – provided they’re genuinely earned.

The real issue arises when promotions are given in name only. A title change without an increase in responsibility, impact, or influence devalues career growth. Instead of inflating job titles, agencies should focus on meaningful pay rises and role development.

Addressing Common Pain Points

Some key factors exacerbate frustration around career progression:

1. Lack of Transparency – Employees often don’t know what it takes to get promoted. Publishing a clear framework for pay rises and promotions removes ambiguity and ensures fairness. This also supports line managers, who can rely on structured criteria rather than making subjective decisions. Publishing a clear framework for pay rises and promotions removes ambiguity and ensures fairness. This also supports line managers, who can rely on structured criteria rather than making subjective decisions.

2. Rigid Promotion Cycles – Annual promotion reviews can be frustrating. If someone is skipped one year for valid reasons, waiting another 12 months – even while excelling – can feel unfair. More frequent check-ins, such as quarterly or biannual reviews, can provide better opportunities for recognition and retention. If someone is skipped one year for valid reasons, waiting another 12 months – even while excelling – can feel unfair. More frequent check-ins can create a better sense of progress.

3. Weak Line Management – A bad manager can hinder career progression. If a line manager lacks confidence, experience, or the willingness to delegate meaningful work, their team members are left with menial tasks. Without opportunities to take on new challenges or develop key skills, employees can feel undervalued and stagnant, ultimately driving them to seek growth elsewhere. If a line manager lacks confidence, experience, or the willingness to delegate meaningful work, their team members are left with menial tasks. This is a common reason talented employees leave.

Rethinking Career Progression

So how can agencies strike the right balance?

• Clear Growth Paths – Not all progression has to be vertical. Lateral moves, skill expansion, and project ownership can also signal growth.
• Frequent Feedback & Milestones – Quarterly or biannual career conversations help employees see progress in real time, even if they’re not yet due for a promotion.
• Micro-Promotions & Tiered Roles – Introducing smaller steps within roles allows for more frequent progression without title inflation.
• Expectation Management – Setting realistic timelines from day one ensures alignment between company processes and employee aspirations.
• Skills-Based Advancement – Instead of tying promotions to tenure, organisations can link them to demonstrated skills and achievements.
• Investment in Learning & Development – Providing structured learning, mentorship, and leadership training helps employees grow without relying solely on promotions.
• Aligning Progression with Business Needs – Promotions should be based on actual business requirements, ensuring new roles add value rather than being reactionary.

A Shared Responsibility

This isn’t just a generational issue – it’s a shift in how career growth is perceived. Companies that approach this with transparency and adaptability will attract and retain top talent.

For employees, understanding that growth isn’t always about promotions is crucial. Skill-building, taking on new challenges, and making an impact matter just as much.

Looking Ahead

The future of work will continue to evolve, and career expectations will shift with it. Agencies that embrace structured yet flexible career pathways will create more engaged, motivated teams.

The creative industry thrives on fresh talent and rapid growth opportunities. For those willing to put in the work, the sky’s the limit. But it’s essential that career progression is meaningful – based on skill, contribution, and impact rather than just time served. Agencies that get this balance right will build not only stronger teams but also more successful businesses.