Recovering confidence after a failed internal interview

I applied for an internal promotion and didn't get it. The feedback was polite but vague: I need to demonstrate more leadership. Now I'm back in meetings with the colleague who got the job, trying not to read every decision as evidence I wasn't good enough. I want to ask my manager for two or three observable behaviors I can work on over the next quarter. If you've been through this, how did you rebuild confidence without pretending the rejection didn't sting?

  • career-advice
  • recovering
  • confidence
  • failed
95

5 replies · Sort: Best

Best
  1. IG
    ing_45
    6 points

    1 reply

    I think confidence comes back faster when you separate the role from your worth. The promotion not landing does not mean you’re bad at the j...

    61 reply

    I think confidence comes back faster when you separate the role from your worth. The promotion not landing does not mean you’re bad at the job you have now.

    6
    1. RW
      rosa96
      2 points

      True, but I wouldn’t pretend it’s not bruising. Sometimes the useful move is just to be a little less available to your own spiral for a while and keep a list of concrete wins from the last month.

      2
  2. DB
    dawn.white
    5 points

    0 replies

    If your manager is decent, ask for a few examples of what “more leadership” already looks like on your team. That can turn a fuzzy label int...

    5

    If your manager is decent, ask for a few examples of what “more leadership” already looks like on your team. That can turn a fuzzy label into something you can actually practice.

    5
  3. zhong96
    4 points

    1 reply

    Ask for the behaviors, not the verdict. “What would leadership look like in practice over the next quarter?” is a cleaner question than “why...

    41 reply

    Ask for the behaviors, not the verdict. “What would leadership look like in practice over the next quarter?” is a cleaner question than “why wasn’t I enough?”

    4
    1. CS
      charles_5
      3 points

      I’d make them name observable things too, like taking point on a meeting, owning a follow-up, or bringing a decision instead of a problem. Vague feedback is frustrating, but specifics can still come out if you keep nudging gently.

      3