When was the last time you felt like an imposter?
You know the feeling…when you’re suddenly out over your skis and wonder if someone is going to discover you’re a poser.
A client, let’s call him Scott, had just been named Vice President to run a division he had only been part of for a year. His boss had abruptly resigned after an inappropriate relationship with a direct report came to light. The company needed stability quickly, and the CEO promoted Scott.
It was a surprise to everyone…including Scott.
“…who do you think you are?”
Now he sat behind a large desk in a corner office. His first thought was simple:
“Scott…who do you think you are?”
Imagine the situation. Yesterday you were in the trenches with the team. Today you’re their boss…including people who had spent their entire careers at the company.
All eyes are watching.
Some are cheering for you.
Others…maybe not so much.
React Vs. Act
What would you do?
Many leaders react by trying to manage the situation.
They posture.
They overcompensate.
They “fake it ‘til they make it.”
Scott chose a different path. He chose instead to act.
Manage Yourself
Before trying to manage the situation, he decided to manage himself.
He paid attention to the story running through his head and realized that the “poser” narrative wasn’t helpful. Then he intentionally replaced it with what he knew to be true:
- He had the experience and training to do the job
- He had performed well enough in the past year to earn the CEO’s confidence
- He would certainly make mistakes along the way
The night before his first day as VP, Scott also spent time talking with a mentor. Together they explored how the promotion likely landed with his new direct reports. The mentor helped Scott think through how to address the situation with honesty and humility.
One-On-Ones
The next afternoon, Scott scheduled one-on-one meetings with each member of his leadership team.
In those conversations he did three things.
First, he acknowledged the obvious. He told them he understood the promotion had happened quickly and that he was not a long-tenured insider.
Second, he asked for their help. He invited them to give both formal and informal regular feedback so he could grow into the role.
Third, he asked about their goals…both inside and outside the company…because he wanted to help them grow as well.
Scott knew he had a long way to go. But he also understood something important:
Leadership under pressure starts with managing yourself before managing others.
By addressing his own self-doubt and approaching his team with humility, he began building the trust he would need to succeed.
So, let me ask you…
How would you have handled the promotion?
