Career Transitions When You Know You Weren’t the First Choice for Your New Role - Sun and Planets Spirituality AYINRIN

 Career Transitions

When You Know You Weren’t the First Choice for Your New Role - Sun and Planets Spirituality AYINRIN 

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Summary.   

It’s common to experience imposter feelings when taking on a new, more senior role. That negative self-talk can feel justified when you were originally rejected from the job. But you can use this second chance as an opportunity to become a better leader. The author presents four strategies to quiet the imposter syndrome voices in your head if you weren’t the first pick for the job.

Experiencing imposter syndrome is common for people taking on more senior roles. But what if the self-doubt feels justified because you’re stepping into a role that you originally got rejected from?

My client — I’ll call her Sonya — had this experience. She was the SVP of human resources at a large public company. When her company conducted a search for a new CHRO, she asked to be considered for the role.

After an extensive process in which she met formally with the CEO, other executives, and board directors, another candidate was selected. But after that person turned the offer down and the second choice developed serious health problems, Sonya got the job. She was excited, but understandably felt insecure about whether she could meet expectations.

Here are four strategies you can use to quiet the imposter feelings if you weren’t the first pick for the job.

Clarify the gaps

The good news about this scenario (awkward though it may feel) is that there’s clarity. You weren’t their first or even second choice. Your boss knows it and you know it. There’s nothing to hide.

This gives you a strong opening to get information. Initiate a candid conversation with your new boss and the key people who interviewed you about what was missing that didn’t make you the obvious first choice. Ask your boss and other key leaders in the hiring process for specific suggestions. You can simply say, “I’m very eager to over-deliver in this job and realize I have some gaps. I’d love to know what you perceive as my gaps, what I can do to fill them, and how we’ll both know whether I’m successful in the first few months.”

Project confidence

Since you weren’t the first choice, the last thing you need is to come across as needy and uncertain in the first days of your new role. During these clarifying conversations, make sure to project confidence.

Center yourself physically beforehand by putting your feet firmly on the floor, maintaining a straight back, and taking in a few deep breaths with slow exhales. This calms the sympathetic nervous system and helps you feel grounded. Choose a mantra to soothe yourself if the imposter syndrome voices kick up — for example, “I got the job; now I’m getting data” or “I’m here to learn.”

Have a plan for what to do if anything you hear makes you get defensive or you take something personally. A good strategy is to view the discussion more analytically. Imagine you’re talking about someone else: a fictional character, or even the person who interviewed for the job originally. Remember, that person didn’t get the job. But you did.

Use what you learn immediately

As you have these discussions, you’ll hear critical things you’ll be able to implement in your onboarding process.

The CEO told Sonya that she hadn’t articulated some key strategic areas of the business very well. The CFO said he had questions about her ability to show the executive presence necessary to hold the room with a set of forceful executives.

Rather than let this information erode her confidence further, Sonya worked on correcting the perceptions. She used her initial discussions with executives to showcase her strategic understanding and demonstrate that she could hold her own in executive team meetings by bringing important data and standing her ground in some heated discussions early on.

Promote yourself with your new peers

If you’re feeling imposter syndrome or any kind of insecurity about not being the first choice for your job, you may be inclined to bury yourself in getting work done to prove your worth. However, as you become more senior, the need to build a strategic network becomes even more essential. So don’t neglect this crucial step.

Set up 1:1s with your new peers as soon as possible. Since you already know these leaders, your goal is to reintroduce yourself in the context of the new role. Your old conversations were likely about projects and tactics — the new conversations should be about vision and strategy.

One of my clients, Mario, was the SVP of finance in a large division of a public company. His boss, the CFO, took a sudden leave of absence due to a health issue. Mario was given the role on an interim basis. Mario’s boss recovered but then retired, and the company left him in the role while they started a process to recruit the CFO’s replacement.

Rather than wait to see what would happen with the search, Mario initiated conversations with the C-suite executives — his peers for the moment — to share his vision of the finance function and how he would enact it. He also asked them for their input and about their own department strategies and revisited these discussions with them every month or so. By the time the formal CFO search gained traction, it was clear to everyone that Mario should get the job.

Establish a new dynamic with your direct reports

It can be challenging to manage your former peers under any circumstances. You might drag your feet in setting expectations with them or shy away from holding them accountable for team goals.

Instead of holding back, create and articulate a confident and clear leadership philosophy. Discuss the culture you want to create with the team and mutual expectations of how to work together. Have 1:1s with each of your direct reports, and acknowledge that you have a new dynamic. Let them know you still value their expertise and your relationship and that you’ll look forward to working with them as their manager. Discuss the business needs with them and how each of you think your role plays into them.

The bright side of managing your former peers is that you may have a close coworker or two with whom you’ve built candid, trusted relationships. If that’s the case, have deeper discussions with these colleagues. Ask them to serve as advisors and alert you if they see anything amiss on the team. If you can count on them to do this, then rather than just wondering what’s going on behind the scenes, you’ll have a way to find out.

. . .

Being passed over for a promotion can sting, but sometimes you get a second chance. Use this opportunity to continue to grow as a leader and quiet the imposter syndrome voices in your head.

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