Avoiding a promotion? You might be ‘ladderdodging’
There’s a new word for those who are apprehensive or outright uninterested in career advancement. Included in a new book of 100 Future Words , “ladderdodging” is defined as “declining or choosing not to seek out a promotion or high-level role in order to avoid the added pressure, risk, and loneliness that often comes with management positions.” And it coincides with a real trend unfolding in the…
The concept of "ladderdodging" refers to individuals who decline or reject promotions and high-level roles due to the added pressure, risk, and loneliness often associated with management positions. This trend is becoming increasingly common, particularly among younger workers, with a recent Hint App survey finding that 58% of employees would reject a promotion if it required after-hours availability.
Similarly, a 2024 survey by recruitment firm Robert Walters revealed that 57% of Gen Z professionals have no interest in middle management.
Author Rohit Bhargava, coauthor of the book "Future Words: A Non-Obvious Glossary of Terms That Don’t Exist (but Soon Will)," explains that ladderdodging arises from workers viewing promotions as additional stress and responsibilities. Managing the human dynamics within a team is not something everyone is prepared to handle. Bhargava and coauthor Henry Coutinho-Mason developed the term based on research and anecdotal evidence from working with business leaders, aiming to spark conversation and provide new language to describe existing or emerging trends.
The reasons for rejecting a promotion are multifaceted, ranging from the emotional burden of managing interpersonal conflicts to practical challenges like handling a more demanding work schedule. However, researchers have discovered deeper psychological reasons for the rejection of leadership opportunities. According to Sue Ashford, a professor of management and organization at the University of Michigan, there are three primary perceived risks that deter workers from taking on leadership roles: instrumental risk, image risk, and interpersonal risk.
Instrumental risk refers to the concern that leaders become responsible for the success or failure of the group. Workers may worry about being blamed if things go wrong under their leadership. Image risk involves managers' apprehension about stepping into roles that could highlight their shortcomings, especially given that 82% of managers receive no formal leadership training.
Interpersonal risk highlights the potential strain on workplace friendships when transitioning from colleague to superior, as stepping up to lead may lead to interpersonal strife or loss of social connections.
Written by urgent.news from Fast Company's reporting — not their text. Machine-written — may contain errors; check the original before relying on it.
