The Promotion Ruth Almost Refused

When Ruth’s manager encouraged her to apply for a supervisory position in Boston, her first response was to explain why she was not qualified.

She had worked at the organization for four years, successfully coordinated demanding projects and become someone colleagues regularly approached for guidance. Yet Ruth struggled to see those achievements as evidence that she was ready to lead.

Having moved from Kenya to the United States as an adult, she was still adjusting to unfamiliar workplace customs. She sometimes hesitated to speak during meetings and worried that others sounded more confident than she did.

Her manager asked her a simple question: Was confidence the only measure of leadership?

Ruth had no immediate answer.

Looking at the Evidence

That evening, Ruth studied the job description. Although she met most of the requirements, her attention settled on the areas where she lacked experience.

She imagined making mistakes in front of colleagues who had grown up in the United States. She feared that someone might question her authority or treat a misunderstanding as proof that she never deserved the promotion.

Eventually, Ruth contacted a former colleague who had supported her during her first year abroad. Instead of discussing everything that might go wrong, the colleague asked Ruth to describe what she already did at work.

Ruth began listing the projects she had completed, the difficult conversations she had managed and the people she had mentored. Hearing her own record laid out plainly helped her recognize how much experience she had been overlooking.

She decided to apply.

Career transitions often reveal a gap between ability and self-confidence. People adapting to a new cultural or professional environment may need time to understand unspoken workplace expectations, build relationships and establish supportive networks.

Bias and unequal access to opportunity can also shape their experiences. Confidence alone cannot remove every obstacle. However, it is important to distinguish genuine gaps in experience from the assumption that you are permanently unqualified.

Preparing Without Minimizing Herself

Ruth approached the opportunity thoughtfully. She discussed the role with her manager, requested constructive feedback and identified areas where additional training could help.

She also practiced talking about her achievements without dismissing or minimizing them. Before accepting greater responsibility, she asked what resources and support would be available to the person taking the position.

When the interview arrived, Ruth was nervous. This time, however, she did not treat nervousness as proof that she lacked the ability to lead. She spoke honestly about her strengths and acknowledged the areas where she still intended to grow.

Ruth received the offer and accepted it, knowing that leadership would require continued learning.

On her first day as a supervisor, she wrote three reminders in her notebook: ask questions, build relationships and remember the work that brought you here.

Professional growth does not require knowing everything before taking the next step. It requires recognizing what you can already contribute while remaining willing to learn.

When considering a new professional opportunity, compare its actual requirements with your experience. Seek useful feedback, identify areas for development and examine the support available before deciding that you are not ready.

Organizations must also create fair processes and meaningful pathways for employees who are developing new skills. Opportunity should not depend solely on who sounds the most confident in the room.

Ruth’s story is a reminder that sometimes an opportunity arrives before confidence catches up with experience. That does not mean the experience is not there.

By Dr. David Rex Orgen, Best-Selling Author and International Mental Health Expert