Embracing Role Changes

You're not looking for a stable org chart As an organization scales––especially in the early stages––the team has to evolve with it. The people who steered you through the early days might not be the ones to lead you through the next phase, and that’s not a bad thing. When you’re blitzscaling, speed is the priority, and perfection is a moving target. Holding on to outdated job descriptions can limit innovation and slow down the ability to adapt to new market realities. Trust is the biggest factor in navigating this evolution. When you foster an environment where team members understand that asking them to focus on a new problem or role evolution is a sign of confidence rather than a demotion, you empower them to embrace new challenges. Trust and transparency not only makes transitions smoother but also encourages individuals to continuously grow their skill sets. People are more willing to adapt and excel in new roles when they know that the shift is meant to align their strengths with the demands of a rapidly changing landscape.

Navigating life's inevitable changes is complex, often uncomfortable, yet essential for personal growth. This Harvard Business Review article delves into the concept of "identity paralysis," a term used to describe the struggle of moving on from past identities to embrace new ones, which can leave us feeling stuck, frustrated, and hopeless. Here are strategies for overcoming identity paralysis, backed up by research: (1) Mark a Distinct Break with the Past. Create a symbolic event that signifies the end of an old chapter. Whether it's a significant birthday, a new birth, or another milestone, these moments can help you acknowledge the transition and start anew. (2) Craft a Compelling Personal Narrative. Link your past to your present by shaping a story that connects the two. This narrative should be authentic and shareable, helping you and others understand your journey and the reasons behind the changes. (3) Acknowledge and Work Through Emotions. It's important to recognize and address the emotions tied to your past identity. By understanding and processing these feelings, you can prevent them from hindering your transition to a new self. I'd add an additional tip, based on my work and experience: embrace curiosity in the face of change. Curiosity encourages us to view challenging transitions as opportunities for learning and growth rather than threats. This mindset can transform the way we approach new identities, making us more open to experimentation and less fearful of failure. Encouraging curiosity about oneself and one’s potential can indeed pave the way for smoother transitions by fostering a more flexible and adaptable approach to change. Embracing these strategies can lead to a healthier adjustment to new roles and identities, promoting personal development and well-being. Whether you're transitioning careers, roles, or overcoming personal trials, remember: change, though challenging, is a pathway to growth, and curiosity can be your guide. #HumanResources #Innovation #Growth #Reflection #Career #Leadership #Awareness https://lnkd.in/es7G5atn

It’s not perks that keep you stuck—it’s your brain protecting the ego it built around your role. For a long time, I believed my role defined who I was: my confidence, my worth, my voice. That belief felt safer than tying identity to physical or mental ability, because roles demand action, results, and recognition. Titles give structure, and structure feels like certainty. The problem begins when the brain mistakes a role for a permanent identity. Research in neuroscience and attachment suggests our brains prioritize stability, creating powerful inertia around the professional labels we’ve internalized. Studies on career transitions reveal a counterintuitive pattern: identity loss from role changes can generate distress that rivals—or even exceeds—financial loss, particularly when financial security is stable. Role threat feels existential, not merely economic. When identity freezes around a title, curiosity drops, defensiveness rises, and leadership can quietly shift from creating value to protecting position—often without conscious awareness. I learned this the hard way. Growth began the day I stopped letting my brain run my ego and took responsibility for authorship. I started holding my role lightly and leading from who I am, not what I’m called. Leaders who separate self-worth from title tend to recover faster, adapt better, and build healthier cultures. The shift is simple, but not easy: use your role to act—but don’t let it decide who you are. #ImpossibleTransition #Identity #System

Changes at work can be emotionally intense. It often leads to burnout and puts into motion an insidious cycle that leads to even greater resistance to organizational change. Improving your adaptability, a critical emotional intelligence competency, is key to breaking this cycle. Next time your organization introduces a big change, consider these four emotional intelligence strategies to help you embrace the change rather than brace for it. Identify the source of your resistance. For example, if you’re resisting because you’re worried that the change will make you look incompetent, you can create a learning plan for the new skills you will need in order to be successful. Try to question the basis of your emotional response. They tend to often reflect our interpretations that we convince ourselves are true, while in actuality, our emotional responses are often seldom in line with reality. Also, own your part in the situation. A self-aware person reflects on how their attitudes and behaviors contribute to their experience of the change. Lastly, although it may feel bleak when you don’t agree with a new change, having a positive outlook can open us up to new possibilities, so try thinking optimistically about it.

In a recent conversation with a senior professional I coach, she admitted feeling uneasy about the number of transitions in her career. To her, it looked like inconsistency. To me, it was a story of evolution. Many leaders feel this at some point: “Have I moved too much?” “Does this mean I couldn’t handle the role?” But here’s the truth: 1️⃣ Staying in a position you’ve outgrown doesn’t prove resilience. It only drains energy. 2️⃣ Change is inevitable. As leaders grow, their priorities, values, and ambitions shift. Careers evolve with them. Recognizing when a role no longer fits isn’t weakness. It’s self-awareness. Choosing to step into something new isn’t running away but courage. The reality is, most of us will spend nearly 90,000 hours of our lives at work. Why invest that time in an environment that no longer brings out the best in us? Those who embrace change don’t just protect their own growth but set the tone for their teams, showing that agility and alignment matter more than clinging to the status quo. So if you’ve ever felt “guilty” for changing direction, remember this: the best leaders don’t stay where they’re comfortable. They move where they can thrive. Growth requires courage. Change is part of the journey.

𝗔𝗻 𝗘𝘆𝗲-𝗢𝗽𝗲𝗻𝗶𝗻𝗴 𝗪𝗲𝗲𝗸: 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗶𝗻 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 Last week, I had an insightful conversation that highlighted the challenges of growth, adaptability, and leadership in the dynamic world of startups. In the early days of a startup, roles are often fluid, and titles can sometimes be more aspirational than functional. I recently spoke with a CXO from a startup who had been with the company since its inception. Back then, he had the privilege of wearing a "fancy" title because there were no rigid structures or hierarchies in place. However, as the organization scaled and matured, so did its structure and expectations. Now transitioning into a new role where he reports to someone other than the founder, he found himself stepping into unfamiliar territory—taking charge of sales to drive accountability. This was far outside his comfort zone and expertise. Struggling with this shift, he decided to resign, perhaps expecting the company to retain him in his previous capacity. But to his surprise, the leadership was clear: this is the new organizational structure, and these are the expectations moving forward. To his credit, he chose to rise to the challenge rather than walk away. Despite never being a "sales guy," he has taken ownership of his new responsibilities and is determined to deliver results. This story is a powerful reminder of several things:    - 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀 𝗸𝗲𝘆 𝗶𝗻 𝗮 𝗴𝗿𝗼𝘄𝗶𝗻𝗴 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻. Titles and roles evolve as companies scale; what got you here won’t always get you there.   - 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗮𝗯𝗼𝘂𝘁 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝘂𝗽, 𝗻𝗼𝘁 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝗯𝗮𝗰𝗸. True leaders embrace change and take on challenges head-on.   - 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗺𝘂𝘀𝘁 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗮𝗻𝗱 𝗳𝗼𝗰𝘂𝘀. The startup's leadership made it clear that their vision for the future required everyone to align with new roles and responsibilities. For me, this was an eye-opener about how growth tests both individuals and organizations. It’s not always easy to step into uncharted waters, but it’s often where real growth happens—for people and companies alike. What are your thoughts on navigating such transitions? Have you faced similar challenges? Let’s discuss!  

To advance in our careers, we often need to change ourselves in some fundamental and often very uncomfortable way. The following is from a discussion with a Google Director. "At some point, I realized that moving up required making conscious choices. Early in my career, I thought growth would happen naturally—take on more projects, learn new skills, and keep progressing. But I hit a point where that wasn’t enough. When I became a Director, I had to actively change how I operated. It wasn’t just about doing my job well anymore; I had to be more visible, engage in conversations I wouldn’t normally care about, and advocate for my team in rooms where I wasn’t naturally comfortable. I had to decide: was I willing to do things that felt unnatural in order to grow? One of the hardest shifts was learning to engage beyond my immediate team. I tend to focus on what’s right in front of me—my team, their challenges, our work. But leadership required a broader perspective. I was in a training once, sitting quietly, just absorbing the discussion, when the facilitator called me out: "Google didn’t send you here just to listen. You’re here to contribute." That hit me. I had to stop thinking about what I personally cared about and start speaking up on behalf of the organization. Leadership wasn’t just about execution; it was about influence. Another major shift was embracing upward networking, which felt deeply unnatural to me. I used to think, "I don’t need to do this—I have nothing urgent to ask, and I don’t want to waste anyone’s time." But I realized my reluctance wasn’t just hurting me—it was holding my team back. If I had stronger relationships with leadership, I could advocate for them, clear roadblocks, and open new opportunities. That mindset shift made it easier. I still don’t love it, and some days I opt out, but now I see it as part of the job. In the end, growing as a leader meant recognizing that some of the most valuable skills weren’t the ones that came naturally to me—they were the ones I had to deliberately develop. I've been willing to do that as long as those skills aren't inconsistent with my core values."

Taking on roles that felt “too big” for me was an early career strategy (intentionally or not). Whenever I was asked to try something new, the answer was always the same. Leading global teams? Absolutely. A “short-term” move to Singapore that turned into years? Why not? Running the entire Japan business for one of the hottest companies in cybersecurity? Let’s go. Here’s what those experiences taught me: 🌟 Embrace discomfort The first few weeks in a new role felt like swimming without a life jacket. I’d see colleagues with decades of experience and think, “Am I really supposed to be here?” But that discomfort pushed me to learn faster, adapt quickly, and thrive. 🙋 Ask the “stupid” questions Moving from tech to sales meant I was stepping into new territory. I had to ask questions that might seem basic to others - but those “stupid” questions were my ticket to learning fast. Don’t worry about appearances—focus on understanding first. And as a side effect, it displays humility. 🤝 Prioritize relationships I made it a point to meet every team member, major customer, and partner in person. Listening, being accessible, and building connections at a human level, made all of the difference. 🎯 Know that titles don’t define you Early in my career, titles felt significant. Now, I see them as just one piece of the journey. Titles may open the doors, but what you deliver is what keeps you there (and helps you grow). So, if you’re staring down a role that feels like it’s “too big” for you, lean in. The real growth happens after you take the plunge. And remember: The person in the role before you likely didn’t know what they were doing… until they did.

The call in the huddle was simple: give the ball to Barry. When that was the call, the receivers blocked, and blocking for Barry required a different level of awareness. He could press one direction and cut completely opposite of the design, which meant the play did not always unfold exactly as it was drawn. The responsibility was not simply to hit a landmark and stop; it was to stay engaged, to sustain effort, and to be ready to adjust in real time. That kind of execution demanded discipline, conditioning, and trust across the entire unit, but it was the standard in our wide receiver room. Over time, you realize that your impact is not limited to whether the ball is in your hands. The assignment in front of you carries weight, and the standard you bring to it determines how effective the entire unit can be. A disciplined player does not diminish his ambition when his role changes; he channels it into mastering that role at the highest level. Teams excel when every position is played with the understanding that execution, not attention, is what drives results. That same dynamic plays out in business. In professional environments, roles can shift just as frequently. In one phase of growth, a leader may be front-facing and revenue-driving. In another phase, that same leader may be asked to build systems, mentor successors, or strengthen a function that allows someone else to advance the organization. Visibility fluctuates. Influence evolves. Titles change. The work remains. Maturity reveals itself when roles shrink. Professionals who understand this do not disengage when they are not the focal point. They do not reduce their effort when recognition decreases. They recognize the value of their assignment within the larger structure and they execute it with the same standard they would bring to a headline moment. Organizations that sustain performance over time are built on that mindset. They are not built solely around who carries the ball. They are built around whether every person in the system embraces the responsibility in front of them and performs it with excellence. Blocking for Barry was not about deferring to a star. It was about understanding that success depends on disciplined execution across the entire structure. That principle does not change when you leave the field and enter the boardroom. #leadership #teamculture #mindset

What’s the first word that comes to mind when you hear promotion? For many, it’s: Success. Achievement. Growth. When I joined alexanderwang llc. as Global President a little over six months ago, I felt all of that—and more. It was an exciting milestone and a role I was ready for. But in the first few weeks, something unexpected surfaced. Alongside the momentum, I felt: Unsettled. Somber. Heavy-hearted. When I shared how I was feeling with my executive coach, she named it for what it was: grief. It made me pause. Why is this part of growth so rarely discussed? We celebrate the new role, the expanded scope, the next chapter—but we rarely acknowledge what we leave behind. And sometimes, it isn’t just a title or a company. It’s a team. A network of people who helped shape who we became. A number two who made the job lighter, and the wins more meaningful. Losing that daily partnership was a bigger adjustment than the new scope itself. According to Harvard Business Review, about half of leaders report that the emotional experience of moving into a new role is more complex than expected, including feelings of loss and disconnection from their former teams. We rarely talk about that part. That’s what makes it confusing. A promotion is meant to be celebrated, not mourned. Yet naming the loss was the first step forward. I now feel a responsibility to make space for this conversation, especially for others stepping into new roles. What helped me most: 1. Acknowledging the loss instead of minimizing it. Growth can still carry grief. 2. Normalizing the complexity of transition. 3. Giving myself time to rebuild trust and community. If you’ve felt a quiet sense of loss when changing roles, know that it’s a shared experience. By naming it, we can begin to normalize it as part of the leadership journey. And if you’re willing, I’d love to hear what helped you navigate that transition. #NewBeginnings #Leadership #LeadershipDevelopment #Growth #CareerGrowth #ExecutiveTransitions