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If anyone had told me that one of the worst moments of my 33-year career would pay off in spades, in the long run, I wouldn’t have believed it.

The position of President was up for grabs and I was one of the shortlisted candidates. It was a huge opportunity and a huge responsibility (the company had $2-billion in sales at that point).

I suspected who else was in the running. All were colleagues in the company, all were people I respected. And all were people I wanted to beat – badly.

The selection process comprised the usual headhunter interviews and leadership testing, followed by an interview with the selection subcommittee of the board.

I nailed the headhunter component of the selection process and was told that I had the top scores from the testing. Even though I thought I could have handled the board interview better, it wasn’t a disaster and I wasn’t concerned that it could destroy my chances to win the contest.

Decision Time Arrived

The day of reckoning arrived. The board chair called all executives into the boardroom to announce the winner of the battle for president. I was very nervous and expectant; my adrenalin was rushing.

All eyes were on me as it was common knowledge that I considered myself to be the front runner for the job.

It was over in a heartbeat. One of my colleagues and a very good friend with whom I “grew up” in the organization was the winner. The words announcing his appointment had barely left the chair’s mouth when I was overcome by an agonizing pain in my gut. 

I Couldn’t Take a Breath

Thought I was well prepared for a decision that could go against me and I may lose. I had steeled myself for a negative outcome by thinking through my “Do not be surprised” plan.

The idea is to develop your response before the actual event occurs. You imagine that each of the candidates wins and you prepare separate response plans accordingly.

If you don’t have a plan and have to deal with a negative outcome in real-time, the surprise could very well cause you to say, look. Or do something that would not serve your long-term career goals very well.

But even though I had prepared myself for the worst-case scenario that I may lose the game, it was now a reality and I had to deal with it in front of the chair. My executive peers and my new boss.

Without hesitation —it must have been an involuntary response as I don’t recall consciously thinking about it. I arose from my chair, walked over to the winner, and congratulated him in a heartfelt manner.

Also made sure everyone could see it and could hear my words; I offered him my support and unwavering loyalty.

They were all surprised by how I handled the situation, given that they understood how much I wanted to be president.

My Currency Grew

The feedback I received was gratifying. My behavior was deemed mature,” indicative of a senior executive leader who could take a “punch in the gut”. And could place the needs of the organization before his own.

My currency with the board and executive leadership team escalated. Career continued to be rewarding and I was given many exciting opportunities to learn and contribute to the organization’s success.

No one could have convinced me that losing a promotion could ever be a long-term career sweetener that allowed me to learn, practice, and develop my own dimensions of stand-out leadership.

But it did.

It’s all about how one deals with “a bad hand).

 Bailor Recover. Short-term or long-term.

Muzzle your ego and make the call with your overall career in mind when you lose.

Written By
Roy Osing is a former President and CMO with over 33 years of leadership experience covering all the major business functions including business strategy, marketing, sales, customer service and people development. He is a blogger, content marketer, educator, coach, adviser and the author of the book series Be Different or Be Dead. You can also read more of Roy Osing's articles at his website.

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