Career pathing in flat organization: growing without climbing

Opinion

When most of us picture career growth, we think of climbing. We imagine ladders, rungs and the steady march upward from entry level to manager, manager to director, director to vice-president.

It is tidy, predictable and deeply ingrained in the way we talk about success.

The problem is, in many organizations today, especially smaller companies and non-profits, the ladder is more like a stepladder. It has only a few rungs and, if you are lucky, one of them opens up once in a while.

This reality begs a question that more and more employees are asking: if there is no place to climb, how do I grow?

This is where career pathing in a flat organization comes in. Growth does not always have to mean promotions and new titles. Sometimes it is about expansion, exploration and deepening expertise rather than moving up. The best organizations recognize this and design creative ways for employees to build careers even when the org chart looks more like a pancake than a skyscraper.

One of the most powerful approaches is skill building. Employees often hunger for new challenges, and learning a fresh skill can scratch that itch in a big way. For example, a communications co-ordinator who has mastered social media might be curious about analytics or graphic design. A company can support this by encouraging cross-training, offering to cover the cost of online courses or assigning stretch projects. The result is that the employee feels engaged and is better equipped to bring new value to the team. Even if their title stays the same, their toolkit keeps expanding.

Another path in a flat structure is project leadership. Titles may not change often, but projects come and go — and each one needs a leader. Allowing employees to step into project lead roles gives them valuable experience in co-ordination, decision-making and collaboration across departments. A project might be as small as organizing the company retreat or as significant as rolling out new software. Either way, the sense of ownership and the opportunity to practice leadership skills are incredibly rewarding.

Mentorship can also be a hidden treasure in flat organizations. Being asked to mentor a new hire or coach a peer is not just flattering, it is also a recognition of expertise. Employees who share their knowledge often find teaching sharpens their own skills while also giving them the sense of making a bigger impact. On the flip side, offering mentorship opportunities for those who want to learn keeps the growth cycle alive. In workplaces without many hierarchical steps, knowledge-sharing can create an upward feeling even when no one is climbing anywhere.

Career growth in flat organizations also thrives on creativity. Many employees crave variety, so job rotation or lateral moves can refresh motivation. Imagine someone in customer service spending a few days shadowing the marketing team. Not only do they pick up new skills, they also gain a broader understanding of how the company works. Later, when they return to their original role, they bring new ideas and insights that improve performance. For employees who enjoy learning and exploring, these side moves can be just as satisfying as a promotion.

Recognition is another important piece of the puzzle. Small organizations sometimes worry that if they cannot hand out new titles, they have nothing to give. But recognition is a powerful tool on its own.

Celebrating expertise, publicly acknowledging contributions and rewarding innovation all help employees feel valued. Some organizations create alternative titles, not as promotions but as acknowledgments of skill, such as “senior analyst” or “specialist.” Others offer perks like conference attendance or speaking opportunities. These recognitions may not alter the org chart, but they do show employees growth is being noticed and rewarded.

Of course, none of this works without open communication.

Managers need to understand what growth means to each individual. Some employees want to climb, but others want balance, mastery or creativity. Stay conversations, which focus on why people stay and what keeps them engaged, are a perfect tool for uncovering these needs. An employee who says they feel stuck may not be asking for a new title. They may be asking for fresh challenges, learning opportunities or simply more variety in their day. Regular conversations make it possible to match the right opportunities to the right people.

Organizations also benefit when they build clear maps of growth opportunities that are not tied to promotions. This does not mean inventing artificial hierarchies, but it does mean showing employees that if they build certain skills or take on certain projects, they will be trusted with more responsibility. A visible map of possible experiences, from training programs to project leadership roles, can be just as motivating as a ladder. Employees can see that there is a path, even if it curves sideways instead of straight up.

Small organizations also have an advantage when it comes to culture. In large, layered organizations, it is easy for employees to feel like just another cog in the machine. In flatter workplaces, employees are often closer to decision-makers and can see their impact more directly. When leaders emphasize this connection, employees recognize their work matters and their contributions are noticed. That sense of meaning is itself rewarding.

Practical steps for managers include making a habit of assigning stretch tasks, rotating responsibilities and inviting employees into conversations about the future. Leaders can also be creative with recognition, offering new experiences as rewards rather than relying on titles. Sending an employee to represent the company at an industry event, for example, can provide exposure and growth far beyond a line on a resumé.

For employees, the key is to be proactive in asking for opportunities. If the ladder looks short, think about how to expand your role sideways. Ask to shadow another department, take on a new project or join a working group. Share your interests with your manager, because they cannot offer you opportunities they do not know you want. Be willing to see growth as something other than a new job title, and you will often find that your career feels much fuller and more satisfying.

Careers in small organizations look different, but they are not limited. Growth is not always measured by the number of rungs you climb but by the skills you build, the influence you have and the sense of fulfillment you feel.

Flat structures can offer rich opportunities for employees to become more versatile, more connected, and more impactful. When organizations embrace creative career pathing, they retain talented people and create workplaces where staying feels just as exciting as climbing.

Tory McNally, CPHR, BSc., vice-president,

professional services, is a human resource consultant, radio personality and problem solver.

She can be reached at tory@legacybowes.com