“They don’t trust you. You’re not from here.” You’re a talented, capable manager. You’ve led teams. Delivered results. Hired, fired, executed strategy. Then you land what looks like your next big opportunity, a leadership role at a respected company.
Only one problem: You weren’t “raised” in the company. You’re not “one of us.”
And you can feel the tension from day one.
Let me share the story of a senior manager I worked with recently, a story many will recognize, because the dynamics are all too common. And I’ll share what we did to change the trajectory.
The Setup: When Talent Isn’t Enough
This particular manager, we’ll call him Adam, was brought in to lead a critical business unit in a large, global company. On paper, he was a strategic hire: strong operational background, high emotional intelligence, and a rare mix of execution and vision.
But within weeks, the cracks in the culture started to show.
Some members of the management team barely acknowledged him. They excluded him from informal conversations, inside jokes, and even strategic meetings. But the real sting? Two of the direct reports on his new team, who had been candidates for the role he was hired into, actively resisted his leadership. One sabotaged project timelines. The other spread passive-aggressive doubt to stakeholders about Adam’s decisions.
In short, they wanted him to fail. Because he got the job they thought was theirs.
The Breaking Point
Now, one might say, “Well, that’s part of leadership. He should toughen up.”
And yes, some friction is part of the game. But this wasn’t friction. This was slow, intentional erosion. And the most dangerous thing? Adam started believing the whispers.
“Maybe Idon’tbelong here…” “Maybe they’re right…”
That’s when the VP HR, to her credit, picked up the phone and connected us. He didn’t need a consultant. He needed a guide, someone who’d been in the room, seen the patterns, and knew how to shift the system.
What We Did: The Inner and Outer Game
1. We Named It
First, we did what almost no one does: We said the hard things out loud.
- 📌 Yes, this is a classic case of cultural rejection of an outsider.
- 📌 Yes, two team members are undermining you, and the company didn’t prepare the team emotionally for a new leader.
- 📌 Yes, you’re starting to lose your own voice because of it.
Naming the pattern is not therapy. It’s strategy. You can’t solve what you won’t admit.
2. We Built an Alliance Map
Next, we built what I call an Alliance Map. We identified:
- ✅ Who are the visible supporters?
- ✅ Who are the silent neutrals?
- ✅ Who are the blockers?
- ✅ And what’s the informal power structure, beneath the org chart?
Leadership isn’t chess. It’s poker. You don’t need all the cards, just the right ones. Adam didn’t have to win everyone. He needed to build a few key alliances and regain control of the narrative.
3. We Co-Created a Communication Strategy
One of the worst things a “new outsider” can do is to stay quiet, over-explain, or go defensive. Instead, Adam started taking controlled ownership in cross-functional forums. We crafted precise positioning language, not flashy slogans, but messaging that communicated:
- ➡️ Competence without arrogance
- ➡️ Partnership without submission
- ➡️ Vision without ego
He began saying things like:
“I know I’m new here, and some of you have deep legacy knowledge. I’m here to learn fast and help us win together. Let’s build something better, not just repeat what worked before.”
Simple. Clear. Strong. That language began to shift perceptions.
4. We Shifted from “Outsider” to “Architect”
Here’s the irony: the same people who rejected him eventually turned to him as a stabilizing force.
Why? Because he started designing structures that made everyone’s work better. He implemented clean KPIs, created a transparent roadmap, and most importantly, developed a feedback loop that included even his skeptics.
He gave them a role in shaping the future. That’s leadership.
From Exit Plan to Executive Influence
Within three months, Adam had turned the tide. One of the original saboteurs? Now aligned, even grateful, for the clarity and direction. The other was eventually transitioned out, but respectfully, without drama.
And Adam? He not only stayed, he earned a seat at the strategy table. Today, he’s being considered for a broader regional role.
But the turning point wasn’t a big corporate announcement. It was that private conversation when he almost quit.
Why Am I Sharing This Now?
Because I’ve seen this movie a hundred times.
And because too many good leaders walk away too soon, thinking they’re the problem.
The truth? The system is the problem. And the system can be navigated if you have the right tools and someone to walk with you.
So Let’s Talk About You
If you’re a manager brought in from the outside… If you feel the undercurrent of rejection and doubt… If you’ve got the skill but are stuck in political quicksand…
Here’s what I want you to know:
- 👉 You’re not alone.
- 👉 It’s not you.
- 👉 There’s a way forward.
And if you’re a senior leader or VP HR reading this, know this: bringing in outside talent without internal mentoring structures is a mistake I see too often. You’re not just hiring for a role. You’re triggering a tribal reaction.
That’s why I built the GlobalStart Coaching Institute and why my book, Mentoring Winners from Top Execs to Managers, exists.
This isn’t about coaching sessions. It’s about creating internal mentors who understand the game and can support rising leaders before they burn out.
We now run a short program that trains managers inside your company to become powerful mentors themselves. Because real transformation doesn’t just come from hiring “the right person.” It comes from building a culture that knows how to receive them.
Think About It...
In every company, there are “Adams.” High-potential, capable people who just need the right intervention at the right moment.
Sometimes that moment comes as a breakdown. Sometimes it comes as a conversation.
And sometimes, when it works, you don’t just save a leader. You unlock a ripple effect across the organization.
That’s what mentoring can do when done right. That’s what I do.
