Most of us get anxious for that next step…whatever it may be…wherever it may take us.

We want that promotion.

We want that highly visible leadership role.

We want that toughest of all assignments.

We want to be used in meaningful ways.

We want to do important and meaningful things.

We want to be doing things different than what we are doing today.

We believe we’re ready.

We can’t understand why others may not share our own view of our readiness.

Over the last few weeks, I’ve smiled as others received promotions or new jobs and I’ve heard critics say, “he wasn’t ready”, or “it’s too early”.

The critics had their own views of “readiness”, whatever it was (often undefined by the way, because that’s what critics do), and the individuals getting those tough jobs (according to the critics) obviously didn’t fit that criteria.

But they did.

Because readiness is not just about having the requisite experience on some checklist, but instead, it’s an alignment and a common faith in ability between one needing someone to do a job, the individual fully capable of doing that job, and the team of individuals who will need and embrace that new leader in that job.

What those flare launching critics typically don’t understand is that readiness isn’t a state achieved by an individual, but instead, it’s an ecosystem of preparedness achieved by the one hiring, the one being hired, and the team surrounding both.

When a company hires a c-level exec, the company is making a statement about their readiness for that individual and that individual’s readiness to be part of that team.

And that same statement of readiness is made when anyone is hired for any position.

As individuals, our job is to do everything we can to prepare – through relentless efforts to improve, through making ourselves available for the toughest of jobs, through doing our very best in the job we are currently in, and through being that team player that together with others takes the team to new heights. 

By doing that, we get ourselves ready.

As leaders, we need to look beyond just the technical qualifications and biased view of experience (which most critics focus on) and clearly see the aptitude and attitude of each candidate for any particular role, including c-level positions. 

By doing that, we properly assess readiness.

Are you ready?

Do others perceive you as ready?

My guess is you’re ready!

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