THE INSIDER: Getting promoted beyond VP is totally different to getting promoted beyond analyst level

There is a well-worn expression taught to newly promoted Directors and MDs: "what got you here, won't get you there." In other words: the skills, behaviours and attributes that made you successful as a junior are not enough to take your career to the next stage. So what changes from junior to senior and how does one make the transition?

If you want to get promoted past analyst level, you'll need:

1. Hard work and enthusiasm - The bottom line is that you are leverage for those who really matter. However menial and boring the task, whatever the time of the day or night, you need to be seen to be willing and enthusiastic.

2. To show you want to learn and that you learn fast -Until you are standalone-capable of delivering all the core elements of your role, you are not needed.

3. To be humble and eager to impress your direct bosses - Self-confidence is important but arrogance will end you as a junior.

4. Keep the expression of your views to a minimum - Rarely will the view of a junior count for anything. Keep it to yourself unless circumstances clearly dictate otherwise.

So what does the list look like for a senior trying to make it to the next step e.g. a Director trying to make it to Managing Director?

1. Hard work and professionalism - Work ethic is a constant throughout a career, but seniors should replace enthusiasm with professionalism. They need to recognise that they have a valued role in the organisation and be seen to take it very seriously.

2. To stop trying so obviously to impress - You need to be seen as more of a leader than a follower.

3. Have a view and express it with conviction -You need to express your views with decisiveness and confidence.

4. To build your senior level networks and internal reputation - It's not enough to be the best operator in a discrete silo if no one but your own manager knows about it. Your value to the platform has to be recognised by a much broader audience.

The interesting thing that I have observed is the way that people transition. Some seem to do so unnoticeably. Others can lose a lot of peer level support because they suddenly start taking not just their roles seriously (fine) but also themselves too seriously (not fine).

The author is a senior markets professional.George Trower is a pseudonym.