A lot of people wait for a promotion to be offered before asking for one. The problem with that approach is that managers often promote the person who makes their interest known, because visibility matters and assumptions about who wants what are frequently wrong. If you want a promotion, you need to say so, and you need to be ready to make a case for it.
Understand what the next level actually requires
Before you can argue that you are ready for a promotion, you need to know what the promoted role requires. If there is a job description for the level above yours, read it carefully. If there is not, ask your manager what success looks like at that level. The clearer your picture of what the role demands, the more specifically you can demonstrate that you are already meeting those demands.
Start doing parts of the job before you have the title
The strongest argument for a promotion is evidence that you are already functioning at the next level. Take on projects that go beyond your current role when opportunities arise. Mentor more junior team members. Lead meetings rather than attending them. Solve problems your manager has not asked you to solve. When the conversation about promotion happens, you will have concrete examples rather than general claims.
Have the conversation proactively and early
Do not wait until performance review season to express interest in moving up. Schedule a conversation with your manager specifically to discuss your career trajectory. Something like: "I want to be transparent that I'm interested in moving toward a senior role and I'd like to understand what that path looks like here and what I should be focusing on." This gives your manager time to advocate for you and allows you to address any gaps before the formal decision point.
Ask for specific feedback, not just general support
If your manager says you are doing well but a promotion is not yet on the table, ask specifically what would need to be true for it to happen. Push for a concrete answer: "What would I need to demonstrate over the next six months for you to feel confident recommending me?" That answer tells you exactly what to work on and creates a shared understanding of what the target looks like.
Know when to look elsewhere
Some companies have frozen headcount at certain levels, limited budget for promotions, or managers who are reluctant to lose a strong individual contributor by moving them up. If you have clearly demonstrated readiness and the answer is consistently not yet without a clear path forward, that is useful information. External job offers sometimes move internal promotion conversations faster than internal advocacy alone.