Master the Process: Lead, Compete, and Win as an Internal Candidate
Applying for a role as an internal candidate is one of the most politically and emotionally complex situations in leadership.
It's especially tough when you're the interim, competing against other internal candidates, haven't received developmental feedback from your manager, or you've already been doing a shadow version of the job and think it should be yours.
The stakes feel higher because everyone's watching. Your current relationships are on the line. And unlike external candidates, you can't control the narrative—people already have opinions about who you are and what you can do.
But here's what we've learned after working with dozens of leaders through internal promotion processes: the ones who win don't just perform well in the role. They master the process itself.
Three Case Studies in Internal Candidacy
Case Study 1: When Withdrawal Backfires
Amara's Story
We worked with a founder hiring her #2 for the first time. Amara, a long-time star player, believed she should have the President role. The founder was worried the role didn't play to Amara's strengths—she didn't enjoy management. Amara was worried about how her relationship with the founder would change, whether she'd still have a place as the star, and whether this was the only pathway for making more money.
So Amara withdrew. She started showing up late to 1:1 meetings and made passive-aggressive comments about her management skills.
Finally, the founder flew to meet Amara in person. She explained that companies are building a second company during transitions—not everyone wants to be part of the second company. Amara had to choose.
Why This Approach Failed:
No structured feedback seeking - Amara didn't lead her CEO or seek feedback in a structured way. She didn't have a balanced sense of who she was as a leader. As the classic book What Got You Here Won't Get You There explains, she believed she was successful because of all that she was, instead of despite some of her developmental areas
Limited market perspective - She didn't fill her pipeline with other opportunities, so focused on what she couldn't have that she didn't test what she could get elsewhere
Insular counsel - She sought advice mostly from people within the organization, so her behavior came off as professionally immature
The Resolution:
Ultimately, Amara did grow and decided to stay. She and the founder worked hand in hand to find the right President for the organization. She found her place and stride, invested in herself, and tested the market.
Case Study 2: How Network and Confidence Win
Mimi's Story
When a Chief Product Officer role opened up, Mimi, a known star, decided to apply even though her manager didn't think she was ready.
For two years, Mimi had been part of a YPO-like organization where she was paired with a mentor, sponsors, and an executive coach. She had a network of peers in C-level positions and had grown with them.
Despite her manager's feedback, she believed she had done the work and invested in her development. She also knew other organizations valued her skills—many had tried to recruit her.
Why This Approach Worked:
External development network - She was part of a network that supported her growth and gave honest feedback about development areas, even when her boss didn't
Strategic outside counsel - Mimi sought advice about navigating the politically challenging situation from outside her organization, including the Offor team
Market validation - She kept her options open through informal coffee chats, panels, and growing her public profile
The Result:
Mimi got the Chief Product Officer role, secured sponsorship from her founder (who wasn't her direct manager), and now serves as the organization's CEO.
Case Study 3: Leading the Process From Within
Chiji's Story
When the CEO position opened at an international non-profit, Chiji knew he would apply. He had ascended quickly and served as interim CEO for six months. However, while the board believed in his interim skills, they thought they needed someone with global reach and national profile—someone from outside.
Chiji got to work immediately. He sat down with each board member to ask what they believed his gaps were and where he had strengths. He reached out to the search firm that had placed him for leadership insights. He worked with a transition coach to stay grounded through the range of emotions—anger, fear, and sadness.
Chiji also applied for other CEO positions throughout the process. He received some offers and not others, and each experience gave him practice, feedback, and insight into his leadership.
Why This Approach Worked:
Proactive feedback gathering - He set the structure with the board by sitting them down to gather feedback
Continuous engagement - He followed up as he worked on developmental areas and enlisted board members as champions
Professional support - He worked with a transition coach to define boundaries and show up authentically
Market testing - He kept skills sharp by applying elsewhere, reminding himself his worth wasn't defined by this one opportunity
The Result:
Chiji received the CEO job. While initially feeling insulted by having to compete despite being interim, he realized the process allowed him to understand the board, know what he was walking into, and build credibility with peers.
Your Three-Step Action Plan
Based on these cases, here's how to set yourself up for success as an internal candidate:
1. Get Outside Perspective
Work with a career transition coach and build relationships with peers outside your organization. If you need recommendations, check out our executive coaching guide.
2. Fill Your Pipeline
Consider opportunities outside the organization. This isn't about being disloyal—it's about maintaining perspective and confidence throughout the process.
3. Lead the Process
Set the tone by proactively gathering feedback from your CEO, board, peers, and direct reports. Here's how:
Schedule 30-60 minute feedback conversations
Tell them you will not argue with their feedback
Listen and ask clarifying questions like "Can you give me an example?"
Don't defend, explain, or make facial expressions that suggest disagreement
Simply say thank you
The Bottom Line
Internal candidacy isn't just about proving you can do the job—it's about demonstrating you can lead through ambiguity, manage relationships under pressure, and grow from feedback.
The leaders who win these processes don't just wait for the decision. They use the process itself to become the leader the organization needs.
This post is part of our premium content for leaders navigating critical career transitions. Because sometimes the process is the promotion.