Ask HN: Selling your successes on engineering teams at large companies

I'm at a FAANG company in an IC engineering role. I am paid well for my work, and like what I do. But I hit a ceiling and was rejected for a promotion. This process gave me feedback on where I need to grow to get promoted in the "next quarter." It is also an opportunity to pause and figure out what I want out of my career. The promotion wouldn't change my work, but it's a validation of some successes. One negative data point was low git commits. I work in an ambiguous space with a new product. I spend much time understanding the problem, org, and dependencies before I write code. Everything is decentralized and little is documented. The code solves for a well defined problem and doesn't need a lot of refactoring after launch. I also break down complicated problems into designs for smaller projects that other SDE's on the team can run with. The low commits are a reflection of this. From leadership books I've read like Good to Great, making space for others to grow and be successful is a key element of long-term success of a company. I have no regrets about taking on this mindset in my work, and have seen some peers I mentored get promoted. It feels good to see my teammates grow and our product mature. But I'm not getting the same support from my management chain. How do you "sell" your successes with management and peers who are focused on micro details like commit history? I'm feeling discouraged about staying on my current team. "Next quarter" promotion is not guaranteed. My career is my responsibility but it feels like I've outgrown what my team can offer me, and I have a fear that this "stagnation" is now tagged to me, and communicated to peers and managers who were involved in my promotion evaluation. Appreciate any advice from folks who've gone through similar situations and bounced back stronger.