He couldn’t accept the entire scenario at first, thinking, “everybody wants to get promoted!” Instead of letting go of the situation, he reached out to the manager and had candid conversations with her to understand why she said what she did.
“I believe [she] wanted to get promoted, but the feedback was no,” he said. “We talked and I was trying to really understand and get into the [bottom of this] and basically it was coming from the pressure she was receiving from being a female manager.”
She told Vecera that before she got promoted, she wanted to be “not 100% but 110% or 130%” sure that she is ready for the job. “That’s created so much pressure that she said, ‘you know what, I’d rather not take it. I don’t think it’s worth it. I get to stay where I am successful, rather than take the [role] one level up,’” he recounted.
After understanding where her hesitation came from, Vecera decided to work with her on developing a game plan to ensure her success. He shared that while there were several intense meetings, but she finally accepted the promotion offer. Despite all her fears, she ended up exceeding expectations, even surprising him on her sheer capabilities and the results she consistently achieved in her new role.
“I find it’s so important to understand this [experience],” he said. “Because some people would say: ‘Okay, let’s stop there – she doesn’t want to get promoted and that’s it.’ But really, to unleash the potential of individuals, we need to understand what is behind it.”
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How to create an inclusive workplace | HRD America - Human Resources Director
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