My transition into VP was anything but smooth sailing.

I had just left my job at Microsoft and struggled to adjust to my new reality.

The first few months were challenging and filled with mistakes and miscommunication. But every screw-up taught me a lesson; one day, these lessons turned me into an experienced executive.

In retrospect, I realize you don’t become a VP when you get the title. You become a VP by doing the work and facing the challenges. This experience molds you into the leader you need to be.

Today I’m sharing my biggest learnings from that transition.

3 Things I Had to Stop Doing When I Became a VP:

I knew becoming a VP would be a step up, and like every promotion, it would require some changes. But unlike previous promotions, this shift required more than expended scope. It required me to change how I work, think, and communicate.

These are the biggest changes I had to make:

1. Stop The Negative Self Talk

I took a big risk leaving Microsoft to pursue a more senior role, and I was ecstatic when I eventually landed one. I was also scared out of my mind.

The first few weeks brought a lot of negative self-talk and insecurity.

"I don’t belong here".

"My colleagues are more experienced".

"What if I screw this up big time?"

You can’t succeed as an executive when constantly doubting yourself. The job requires a certain level of confidence and assertiveness to be impactful.

And when you doubt yourself, others will doubt you too.

I was in my head a lot, and it wasn’t helpful. So, I decided to stop the negative chatter and crush my ANTs (Automatic Negative Thoughts).

I reminded myself something important: I got the job.

Me, not the other 20 candidates who interviewed for the role.

And I was perfect for it! My background and experience aligned with the industry and product, and no one was going to work as hard as I would to be successful.

It was time to go all in or go home.

And with that, I stopped beating myself up and used all that wasted energy to kick ass as a VP of Marketing.

2. Stop Avoiding Politics

I spent years avoiding networking and internal politics. My excuse was that networking didn’t matter as much as the work itself. It was a “nice to have” for people with the time.

However, as a brand new VP, I quickly realized that at this level of seniority, nothing happens without internal influence. Your fellow executives have ideas and goals; they all need more headcount, budget, and support. If you want a piece of the pie, you need to learn how to negotiate it.

I had to make time, a lot of time, for relationship building, understanding power dynamics, and forming alliances.

At first, it felt weird to always be “selling” myself and my team and spending HOURS just talking to people. I’m sure I stepped on a few toes (unintentionally), but as I got comfortable with the process, I realized most of my colleagues wanted the same things. Working together gave everyone a better chance for success.

I also learned that some people are a**holes and can’t be trusted. It’s just the way it is.

3. Stop Acting Like an Outsider

I had just come back from an industry event when the CEO called me to his office. He had some feedback about my keynote and the way I spoke about the company.

I was a bit surprised because it wasn’t a company-sponsored event, but he made a very clear point: as a VP, I represented the company every single day. While I was employed, I wasn’t just an employee; I was a partner in building the business.

It could no longer be “them” and “the company.” I needed to start thinking in terms of “us.” I had to stop seeing myself as an outsider and start accepting that I was part of a team.

I ended up making a few changes:

• I realized how I showed up impacted the company’s success, not just my job (scary, I know).

• I got involved in company culture and shaping our work environment (not just for my team).
  

• I learned to present a united front, as my words and actions reflect on the company (not just my brand).
  

This is one of those “unwritten rules” that is rarely talked about, yet it’s crucial for positioning yourself as an executive.

Your next steps

Research shows that 40% of new executives fail within the first 18 months of their appointment, partly because they fail to adapt, align with company culture, and manage change.

I hope these lessons prepare you for the transition and provide guidance.

Sometimes, knowing what not to do is just as crucial as knowing what to do. It’s how you avoid common mistakes and steer clear of major setbacks.

I believe in you, and I’m rooting for you.

Maya ❤️