There is a generation of leaders who were taught that hard work and patience were enough.

They showed up. They did excellent work. They stayed humble. They let their results speak for themselves. And when the time was right, the people in charge would notice.

That model is not just outdated. It is actively working against those who still believe it.

The playbook has changed. According to Gallup, the average manager today oversees 12.1 direct reports, which is a 50% jump since 2013.

When your manager has 12 direct reports, here is what they cannot do. They cannot always deeply know your work. They cannot consistently advocate for you in meetings they may not attend. They cannot reliably notice the patterns of excellence you have built.

This is not a critique of your manager. It is math.

The promotion model that assumed your boss would see you, know you, and champion you was built for an era when managers had five to eight direct reports. That era is over.

There is a difference between patience and passivity. They look the same from outside, but they produce different outcomes.

Patience says:

I am doing the work, building the case, having the conversations, and trusting the timing.

Passivity says:

I am hoping someone notices.

If your “patience” has produced no new conversations with senior leaders this quarter, no documented case for your next role, and no new visibility outside your team, that is not patience. That is patience in passive clothing.

And it doesn’t always end well.