> because I don’t self-promote, people who can’t shut up about themselves get promoted beyond me
You need to re-frame this problem, so it's not about "self-promotion", and instead is about proactively forecasting the needs (as you put it) of your manager, not just the technical system you're managing.
If you view it as part of your job to document (not promote, just document) the work you've done, it's trivial to collect those links into a doc at the end of the promotion cycle, hand it to your manager and collect a promotion. Make sure that you're communicating throughout the cycle that you're expecting a promotion in your 1:1's and ask if you're on track towards that goal / if there's anything un-discussed you'd need to do to get there.
It's critical to understand that this is not vanity, it's part of your job (if you want a promotion, that is). I hope this is helpful!
how can i understand what my manager needs if i don't know what he does?
I have no idea what managers do, and I can't ever get an answer when I ask what managers do. "oh, all kinds of stuff." gosh, thanks. it's so clear, now.
It's important to understand the incentives of everybody in an organization, even if they're not able to articulate it clearly to you, you should make it your personal mission to understand them. The incentive structure of your manager (i.e. the standard by which they are judged) is to keep their ICs productive while also attempting to keep costs "under control" (i.e. growing, but at a predictable rate that is below some hurdle).
If you want a promotion, your manager needs to be able to explain / provide evidence to their manager (and so on, all the way to the board in theory) as to why you deserve a higher salary.
If you are doing the right work, are able to provide them with an artifact (brag sheet / promotion packet) that concisely outlines the value provided, and consistently provide the signal that you'd be dissatisfied (i.e. potentially leave) without a promotion, you'll get a promotion. It's within your power to remove the only remaining obstacle for them by providing the packet, which is 80% of their work in securing you a promotion.
There are almost always more urgent issues for a manager to address than a high-performing employee who is quietly upset about not getting a promotion. By stepping up and helping them do this small part of their job, you're demonstrating empathy by solving an important but non-urgent problem for them. They will be grateful.
Not sure if you are looking for an answer or just letting the steam out... But if you are searching for knowledge, then I would suggest picking up a book or two on leading people. It was a big surprise to me that such books exist and that they actually help understand the dynamics in companies, and how to achieve win-win outcomes. Good luck!
> because I don’t self-promote, people who can’t shut up about themselves get promoted beyond me
You need to re-frame this problem, so it's not about "self-promotion", and instead is about proactively forecasting the needs (as you put it) of your manager, not just the technical system you're managing.
If you view it as part of your job to document (not promote, just document) the work you've done, it's trivial to collect those links into a doc at the end of the promotion cycle, hand it to your manager and collect a promotion. Make sure that you're communicating throughout the cycle that you're expecting a promotion in your 1:1's and ask if you're on track towards that goal / if there's anything un-discussed you'd need to do to get there.
It's critical to understand that this is not vanity, it's part of your job (if you want a promotion, that is). I hope this is helpful!