The First 100 Days—Rising to the Challenge as a New Director in Wellness
Have you ever wondered if other leaders face the same challenges as you? Have you ever felt alone in your struggles to steer your organization through change?
Giving voice to the silent struggles and successes of leaders, the ‘Leadership Unplugged’ series pulls back the curtain to reveal the unspoken pressures, challenges, and victories that shape today’s leaders.
Ever felt thrown in the deep end with a new leadership role? In this installment of the 'Leadership Unplugged' series, we explore the journey of Ruchi* who has recently been promoted to Director of Wellness Strategy at a leading educational organization. Just two months after starting at the company, the organization faced a significant reshuffle and Ruchi was promoted to a director position. Thrust into a high-stakes position with minimal support so early on, she now confronts the daunting task of not only leading a team but also defining an entire strategic direction from scratch. We speak with Ruchi as she shares her experiences of learning to master the art of leading under pressure, developing strategies that connect, and expanding her influence.
Congratulations on your recent promotion. Can you share what it's like stepping into your new role?
Thank you! It's been a whirlwind, honestly. Just two months into my new role and following a sudden reorganization, I found myself transitioning from being an independent contributor, a role I held for the majority of my career, to now leading a team. It’s been both exciting and daunting. I'm tasked with crafting a comprehensive wellness strategy and presenting it to our executive team—a project that's not only high visibility but also critical to our organization’s future.
Given that I am still new to the organization, I haven’t had the opportunity to develop trusted relationships. This lack of a solid internal network means I don’t yet have colleagues within the company to whom I can turn for a second opinion or to brainstorm ideas. As a result, I find myself figuring out many aspects of my new role on my own. My boss has made it clear that, as the subject matter expert, the responsibility to navigate and shape this new department lies with me. This independence is empowering, yet it emphasizes the solitary nature of this challenge, pushing me to rely heavily on my judgment and expertise to make impactful decisions swiftly.
Can you describe a pivotal moment when you felt the weight of your new role? How did you handle that pressure?
Absolutely, there was a very distinct moment that comes to mind. It was about six weeks into my new role when I was scheduled to present the initial draft of our wellness strategy to the executive team. Despite my experience, preparing for this meeting was daunting because it was the first time I was showcasing my vision and proving my capability to the senior leaders. I knew that their buy-in was crucial not just for the project's success but also for establishing my credibility in this new role.
Handling the pressure required extensive preparation and deep self-reflection. I dedicated many hours to refine every aspect of the presentation, from anticipating potential questions to ensuring the strategy aligned perfectly with the organization's overarching goals. However, there came a point when I realized that having a sounding board for my ideas was crucial. Since, as I previously mentioned, I hadn't yet built any trusted internal relationships, I made the decision to turn to external advisors for support. With an extra mind and pair of eyes to review my strategy, they helped me identify major blind spots in my strategy, which significantly strengthened my presentation. Beyond just strategic advice, they provided invaluable coaching on how to confidently lean into the skills that propelled me into senior leadership. They encouraged me to fully embrace and assert the significant impact I bring to my organization. This support was crucial—it not only offered reassurance but also broadened my perspective, empowering me to show up in my role with greater confidence.
A big myth is that leaders must have all the answers. That's not just unrealistic; it's impractical. Leadership, especially in a new role like mine, involves learning as you go and being open about not knowing everything. It’s about gathering the right information, seeking support when needed and making informed decisions.
What advice would you give to someone stepping into a Director role for the first time?
Be patient with yourself. At this level of leadership, it’s as much about personal growth as it is about professional expertise. Don’t hesitate to lean on the experience of others, but also trust in your abilities. And always remember, part of being a good leader is knowing how to prioritize and where to direct your energy.
What challenges have you faced in new leadership roles? How did you navigate these challenges?
Share your thoughts and join the conversation below.