Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Senior Leaders Turn a New Role Into a Career Springboard
Transcript
- Lucas: So Luna, we talk a lot about how executives land roles, negotiate offers, and make the first ninety days count. But there's a subtle layer to that which I think we haven't fully unpacked yet, and it's the idea of using a single role as a springboard to the next one. Luna: You mean treating a job not as the destination, but as a stepping stone? I've seen that play out a few times, sometimes brilliantly, sometimes with people tripping over themselves. Lucas: Exactly. And the ones who do it well are actually pretty intentional about it. They're not just doing the job, they're consciously building a platform for the next move. There's a CFO I was reading about recently, she moved from a mid-cap tech firm to a Fortune 500 company, and she used that role as a launchpad for a board seat and eventually a COO position. Luna: That's a great example. What was her strategy? I mean, beyond just doing a great job as CFO. Lucas: Well, she talked about three things in a podcast interview. First, she made herself visible to the board early, not just with numbers but with strategic insights. Second, she built a network of relationships across the company, not just in finance. And third, she deliberately took on projects that stretched her beyond her finance remit, like leading a digital transformation initiative. Luna: That visibility piece is huge. I've seen executives who do a stellar job on paper but stay in their lane, and they get stuck. They're seen as the finance expert, not a potential CEO. Lucas: Right. And that's the trap. If you're always the person who says 'that's not my department,' you're signalling to the board that you're not ready for a bigger seat. The springboard approach requires you to be a bit more entrepreneurial within the role. Luna: So, before accepting a role, how do you assess its springboard potential? I mean, you can't just ask the recruiter, 'Will this lead to a promotion?' Lucas: Ha, true. But you can ask smart questions during the interview process. For instance, you can ask about the strategic initiatives the company is tackling, what the board's priorities are, and how the previous person in that role moved on. If people in that seat historically go on to bigger things, that's a good sign. Luna: And also look at the company's growth trajectory. If they're in a stagnant industry, it's harder to create visibility. But if they're in a dynamic sector, there are more opportunities to shine. Lucas: That's a key point. The role itself might be similar, but the context matters. A VP of Finance at a fast-growing company has more chances to lead cross-functional teams, interact with the board, and be seen as a change agent than at a mature, slow-moving firm. Luna: And what about the first ninety days? You've talked about relationship maps and listening tours in previous episodes. How does the springboard mindset change that? Lucas: I think the fundamental difference is that you're not just building relationships to get the job done, you're building them with an eye toward the future. So in those listening tours, you're not just learning about the business, you're identifying potential sponsors, mentors, and future allies who can advocate for you when the next move comes. Luna: So you're kind of doing a double listening tour, one for the current role, one for the future role. Lucas: Exactly. And that's where the career trajectory map comes in. I know that sounds like a buzzword, but it's a simple exercise. You write down where you want to be in five years, and then you work backward. What roles, experiences, and skills do you need to get there? Then you look at the role you're in and see how it fits into that map. Luna: That's a practical tool. I remember an executive coach once told me that most people go through their careers like a pinball, bouncing from one role to the next. The ones who get to the top are more like chess players, thinking two or three moves ahead. Lucas: And that's the core of springboarding. It's about being deliberate. And one of the most powerful moves you can make is to take on projects that are outside your comfort zone but visible to the CEO and the board. Luna: But there's a risk there too. If you take on too much and fail, that could hurt your reputation. How do you balance that? Lucas: You have to be strategic about which projects you say yes to. Not every stretch assignment is worth it. You want ones that have a clear business impact, are aligned with the company's top priorities, and have a champion in the C-suite who will make sure you get credit. Luna: And if you're not getting those opportunities? What if the role is more operational and doesn't naturally offer stretch projects? Lucas: Then you create your own. You can propose a new initiative, or volunteer to lead a cross-functional task force. But you have to be careful not to step on toes. It's about seeing a need and filling it, not about power-grabbing. Luna: Yeah, that's a fine line. But I think listeners would appreciate an example of what that looks like in practice. Lucas: Sure. I was talking to a VP of Marketing who wanted to move into a general management role. She noticed that the company had a disjointed customer onboarding experience, and no one owned it end to end. She proposed a task force to streamline it, and she led it. That gave her exposure to sales, operations, and product, and it made her a visible problem-solver. She got the GM role within eighteen months. Luna: That's a great example. It wasn't just about doing her marketing job; it was about solving a business problem. Lucas: Exactly. And that's the essence of the springboard mindset. You're not just a functional expert; you're a business leader. And that's what boards and CEOs look for when they're filling the next level up. Luna: So, if someone is listening and thinking about their next move, what's the one takeaway you'd want them to have? Lucas: I'd say, before you accept any role, ask yourself, 'Is this a springboard or a sandbag?' Does it have the potential to launch me to the next level, or is it a comfortable spot that will weigh me down? And if it's the latter, you might want to think twice. Luna: That's a good way to frame it. And if today's episode helped you think through that, we want to keep this podcast ad-free and accessible. If you found value in this conversation, consider supporting us at buy me a coffee dot com slash fexingo. It's a small gesture that keeps these discussions going. Lucas: Absolutely. We appreciate every bit of support. Now, let's dig a little deeper into how you actually create that springboard once you're in the role. One tactic is to schedule a conversation with your boss around the ninety-day mark, not just to check in, but to propose a 'career development plan' that aligns with the company's goals. Luna: So you're making it official. You're saying, 'Here's how I want to grow, and here's how it benefits the company.' Lucas: Exactly. It's a win-win. You get the development opportunities you need, and the company gets a more capable leader. And it's a conversation that most executives are afraid to have because they think it makes them look ambitious in a bad way. But actually, it shows you're serious about contributing at a higher level. Luna: That's a good point. I've also seen the downside of being too quiet about your ambitions. You get overlooked. Lucas: Right. And that's particularly true for women and minorities, who often don't get the benefit of the doubt when it comes to ambition. So making your intentions clear, in a professional but direct way, is essential. Luna: And what about the role of the board? How do you use them as part of your springboard strategy? Lucas: The board is a key audience. You want them to see you as a future leader, not just a functional expert. That means when you present to them, you should focus on strategic implications, not just operational details. And you should actively seek opportunities to interact with them, like joining them for coffee or offering to help with a board initiative. Luna: That's a powerful move. Board members are often the ones who advocate for you when a bigger role opens up. Lucas: Exactly. And the earlier you start building those relationships, the better. It's not something you can do when you're actually up for a promotion. By then, it's too late. Luna: So, to wrap up, the springboard mindset is about being intentional, visible, and strategic in every role you take. Lucas: And it's about thinking long-term, even while you're doing the short-term job. It's a balance, but it's what separates the executives who get to the top from those who plateau. Luna: Well, thanks for breaking that down, Lucas. I think our listeners have a lot to digest here. Lucas: Absolutely. And remember, the next role you take could be the one that launches you to the C-suite. So choose wisely.