How to handle pushback on a team switch?

Emphasize the other reasons for the team switch, and don't talk about the promo likelihood difference. Talk about how you've always wanted to try working on that field, and how this opportunity just came up and you've got to try it. Thank the VP for all their work on getting you a path to promo.

For switching, tell the VP you'll ask the new team what's possible. Go to your new VP and tell them that old VP wants this, but make it implicitly clear that you don't want this. Go back to your old VP and tell them that you don't think the long transfer period is going to work with the new team (but you tried!), but that you will still be around to help the team answer any questions.

Once you switch, deprioritize the old team. Deprioritize them slowly enough that you keep a good relationship with old VP, but let it be pretty clear that you're not gonna be doing any coding and only the bare minimum of consulting.

You should only debate promo likelihood while you're still on the team. Once you've decided to leave, drop it from discussion.

If people mention dubious and vague things about future promotions, raises, etc... I just tell them politely but clearly that I can only make decisions on the basis of information that is presently available and verifiable. If they're serious, they'll be able to substantiate with something written, corroborated by more senior folks, etc.

You'll almost certainly find that its just puffery, but if you give them a chance to substantiate and they don't, then they don't get to feel untrusted/betrayed later.

It's entirely possible the VP exerted energy for the IC. It's entirely possible they feel feelings. It's entirely possible IC feels its a burden to deal with the situation, would prefer it not be that serious (because it is, someone believed in you), and would like to move on.

You can have a small one-on-one conversation and air it out. Explain that you are honored to be considered, and perhaps that discussion can lead to a better end here, versus a bitter one.

We cannot constantly run from the fact that we deal with human beings with emotions in this life, as clinical as we want to be.

Promises mean nothing. A couple of months ago, I was promised a promotion during the next review cycle. This week, HR announced at an all-hands that there won't be a review cycle or raises at all this year. The anger and disappointment I feel right now are off the charts.

Do what's best for you. If you're trying to keep things smooth, cut the grace period to a month max with a clear ramp-down plan. If you had quit, they wouldn’t have gotten even that.

The VP sounds like they are trying to guilt and manipulate you into doing what they want. Just move teams is my advice, and as soon as possible. There should probably be precedent for the amount of notice moving team happens in the past, find some examples (cherry picked if need be) and just say 4 weeks is standard at the org and I’ll hand over in that time. You can say you’re always available to support previous team members as required.

In conclusion be nice but don’t take any shit, this VP doesn’t have your best interests at heart otherwise they’d wish you well.

This conversation should never have to happen -- If you sincerely want to move within an organization, you should already have documented your current role sufficiently for someone new to take it over, and ideally mentored a replacement for yourself. Then you are prepared for any move available to you.

As a general rule, once you get beyond the initial junior -> mid -> senior level early career hops.... promotions are not given because you did your job well. They are given when you lift up your peers or direct reports to be able to to do your job well.

The VP is looking out in their best interests, the IC should do the same and move to the new team on the original schedule. Any promise not in writing will disappear most of the time, even then it can be walked back.

In my experience if you think its time to move, commit to it 100% or not at all.

Offers to stay tend to be full of bullshit.

I have fielded 3 offers to stay instead of moving on, and the only one I regretted was the offer I accepted.

2 of these times, I was basically being offered a "Promotion" but in in both cases it was seat warming duty while the owner ran for the exit.

In 1 of these cases I ended up as a consultant at the acquiring firm, for nearly twice the money, having to coax the seat warmers who took the position I was offered through the process of integrating the acquisition.

Those arent internal moves but the last example isnt far off.

Also: I found that if you are concerned about damaging the relationship, the relationship isnt that strong / worth holding on to.

I don't see what VP would get by forcing an IC to remain in a team that the IC doesn't want to be part of anymore.

If VP's signals about promotion were not backed by some form of agreement, I can't blame the IC for looking for another place under the sun.

I have issues when companies don't support vertical/horizontal movement among the teams. It is in human nature to develop different interests.

I would lean the the skip level managers on both sides of the move. Leaders should be looking out for the overall wellbeing of the IC and the company, not just their individual team. Hopefully, the skip levels are more mature about the whole process.

Your scenario does not have enough information for valid advice. This is a negotiation, and you haven't mentioned what your leverage is, if any. If you have none, you're at their mercy, and negotiation is impossible - you will have to do as they say. If you have some (such as being valuable to the company and a possible flight risk), then you can just put your cards on the table. A manager worth their salt will try to retain a hard-to-replace employee. This only works, however, if you're prepared to walk away, so I'd get another offer in advance.

Usually the only way to sort this out is to change companies, and always be clear about not wanting promos that end up in management roles.

What does IC mean, besides Integrated Circuit?

Interview for another company. When you interview you get to control the narrative and don’t have to worry about the promo doc. You’ll probably end up making less after your promotion than someone coming in at the same level.

What’s the old adage? People leave managers, not jobs. VP never should have over promised on promotion or raise.

Probably can’t say that to the old boss/VP even if it’s true. So tell a little white lie and sooth the VP’s fragile ego.

Wh not transition out?, sure fire way to promo on switch (i mean to the next corp)

Quit is always an option. Otherwise why not a face to face meeting with VP.

It's insane that instead of actually contributing to value/growth driver, our IC's - the highly paid, sought after experts actually creating the value - have to deal with this kind of political bullshit.

* Don’t confuse signals for reality. If a promotion is not explicit it does not exist.

* Only wear the title they provide you, don’t make your own.

* Accomplish what is asked of you. Again, don’t confuse signals for reality. How badly they want something accomplished, and in what way they want it accomplished, is directly proportional to the explicitness of the ask.

* If you work for a sociopath throw all these rules out the window and either go work somewhere else or be their carpet for them to wipe their feet on.