It is very affirming, even flattering, to be invited to consider a new position inside or outside  your company, or to be asked to lead a new and exciting initiative.  This is an expression of confidence in you and it is probably well deserved--perhaps even belated recognition.  This is a time, however, to keep your head about you.

 

First, one should always insist on complete clarity of objectives and expectations.  Of course, it is likely that as a leader you will be relied upon to define some or all of both.  Before leaping into the breach, however, you should be sure you have thought through the objectives, challenges and issues and be sure you can meet them.

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Second, it is important to figure out what you will need to be successful.  The person or organization recruiting or promoting you might not really know what will be needed, or might even be seeking to dump a problem on to you that they cannot solve themselves.  This is a very dangerous arena to enter and it is very important for your own sake to be clear about what you will need, to be clear about what obstacles should be removed, for your success. It is hard to identify and express these factors because, as a leader, you will be wanting to demonstrate that you are a go-getter who can program your own initiative and solve your own challenges.  You will not always be greeted with enthusiasm, particularly if you are touching on a raw nerve. But for your own sake you should be insistent on what you will need.

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An experience will illustrate the issues.  A recruiter enthusiastically pursued me for what, to me, seemed to be a dream job.  I was to head up a major new nationwide initiative for a very large company.  The company had foreseen the importance of rolling out a new, Internet- and mobile phone-related channel and the CEO had committed the company to that future.  My first interviews went extremely well, so I was invited to fly to the corporate headquarters to meet the CEO and the rest of corporate leadership.  At this lengthy meeting, however, I realized that there would be dangerous obstacles to success.  Most important was the head of the legacy channel that would ultimately be replaced.  She was hostile from the outset (familiar story right?).  I remained positive and polite and the CEO was enthusiastic and supportive. On my way home, however, I thought about the situation and decided to write a detailed analysis of what the company would have to do to realize the CEO's vision.  This analysis was expressed positively and politely, but I made it clear that the whole initiative would be doomed to infighting and ultimate failure if the obvious lack of buy in on the part of the legacy channel leader and her deputies was not resolved.  Unless the company was willing to address the issues I identified, I indicated that I would not take the job.  I did, of course, offer the opportunity for further discussion. 

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The recruiter was very apprehensive about my point of view.  He insisted that these were aspects of the job that could be worked out over time.  I was not surprised when, a few weeks later, he told me that they had decided to hire a younger and less experienced person instead.  That recruit only lasted a few weeks--and the company fell behind the competition.

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Was I disappointed?  Yes, as far as not having the opportunity to do something big was concerned.  But no, I was relieved that I did not take a job that was doomed to failure.  I would only have emerged unsuccessful and would have remained damaged goods from then on.

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The simple fact is that love does not conquer all.  No matter how flattering the approach is, the recruiter must be willing to make this own necessary changes.  Your own hard-earned reputation deserves nothing less.​