1. help you realize what is personally interesting for you from all this (you'd be surprised how many people don't know this!)
2. help you filter this list by what's currently important for the team/org, so basically find the intersection of what's interesting for you AND recognized in the company
3. help you find effective ways and support. This comes in many forms, e.g. pointing you to opportunities (hey, do you want to lead the next project?), finding you mentors or mentees in the org, coaching you directly (e.g. in leadership), getting you a tech writer to help you with blogging, connect you to people, etc.
About the promotion bit: you own that part. Your manager can tell you 2 things:
1. If you want to get promoted, which growth directions and actions to take
2. Whether they think you're ready or not
For example, I switched to the current team a little over a year ago and it's just non-stop context switching. I'm expected to work in and know multiple and technologies (java, python, DB2, Dynamo, all manner of AWS stuff, and a bunch of vender products like Splunk and Tableau). Subsets of the applications that we own have turned over and shifted around twice in this time. I'm constantly being pulled off of one story to work on another because something broke or the business has an urgent need.
I'm told I'm slow. My manager and I even agree that I'm slower than I was in other teams because we didn't have that much context switching. They said there's nothing they can do about context switching. So I said it sounds like I should move to a team with less context switching that that would provide a better environment to succeed. They immediately tried to talk me out of it. I'm not sure if she was actually dumb or if she was just playing dumb, but she couldn't even comprehend how being on a team with less context switching would be beneficial to me.
