Practise this conversation

How to tell a high performer you can’t promote them

Practise the review before the review.

Ryanshift supervisor at a supermarket, five years in the role

Ryan is waiting for you

Before you go in

Ryan is your best supervisor. He covered the deputy’s job for a month in the summer and has asked twice this year to be made deputy. There’s no deputy job coming, and at his year-end review on Thursday he’s going to ask again.

Good luck.

Your goal

Tell Ryan straight that there’s no deputy job this year, say what the summer meant, and agree one real thing he can take on.

Up to 8 turns, about five minutes, then feedback from our AI coach. Your first go at this conversation is free. After that, one credit a go (packs from £3).

What you’ll practise

  • Saying plainly that there’s no deputy role, and why, in the first part of the conversation.
  • Asking what he wants the next year to give him, then listening before you offer anything.
  • Offering something real you can actually deliver, and agreeing when you’ll talk about it again.

Practice for reflection, not legal or HR advice. If it involves harassment, discrimination, health or safety, talk to HR or ACAS.

The full picture

Ryan has been a shift supervisor at the store for five years and he's the one you'd clone if you could. His shifts run on time, new starters ask for him by name, and when the deputy was off for a month in the summer he covered most of the job without being asked. He's told you twice this year that he wants to be a deputy manager.

There's no deputy job coming. Your deputy isn't going anywhere, the area won't add a second one, and the pay budget for next year is already set. It's his year-end review on Thursday, and he's going to ask.

Why it's hard

You're about to say no to the person you least want to lose. The temptation is to blur it: "maybe next year", "let's see how things go", a promise you can't keep that buys you three months and costs you his trust when it falls through. The other trap is the opposite, a flat no that sounds like a verdict on him rather than on the vacancy. The skill is being honest about what isn't possible, specific about what he'd need to be ready when it is, and finding out what he actually wants from the next year. Sometimes it isn't the title.

42% of managers say they know what they want to say in a difficult conversation, but struggle with how to say it.

The Predictive Index, 2026 AI and People Leadership Survey (399 managers and 208 business leaders, July 2026)

What usually goes wrong, and what you'll practise

What usually goes wrong

  • Hinting at a promotion that isn't coming, so the no arrives later and lands harder.
  • Saying no and moving straight on to his targets, as if the most important thing he said didn't happen.
  • Talking about how good he is for five minutes without ever answering his question.

What you'll practise

  • Saying plainly that there's no deputy role, and why, in the first part of the conversation.
  • Asking what he wants the next year to give him, then listening before you offer anything.
  • Offering something real you can actually deliver, and agreeing when you'll talk about it again.

Read before you practise

Questions people ask

Should I tell them about the budget?

Say as much as you're allowed to. "The pay budget for next year is set" is honest and usually fine. If you can't share the detail, say that you can't, rather than making something up.

What if they say they'll look elsewhere?

Take it calmly and don't bargain on the spot. Thank them for being straight with you, ask what would make staying worth it, and only promise what you can deliver.

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