What To Do When Someone Is Hired Above You

Forbes

a day ago

Shot of a young businesswoman looking stressed out in an office
Lila, a senior marketing strategist at an e-commerce brand, had been the driving force behind the company's growth. As the go-to person for everything from campaign launches to brand messaging, her partnership with the CEO was built on mutual trust and admiration. Together, they'd been mapping out big plans: launching a loyalty program, rebranding a product line, and diving into new advertising channels. Lila felt energized by her role in shaping the company's future.
But during their next meeting, the agenda took a sharp turn when the CEO announced a restructuring of the leadership team. They'd be hiring a chief marketing officer to take the reins of the department. 'Your work has been incredible,' the CEO said to Lila, 'but we need someone with global leadership experience for this next chapter. This isn't about your skills – it's about where the company is headed.'
Lila nodded, but her mind was already racing. What does this mean for me? Will my responsibilities shrink? Will I still have the CEO's ear? It felt like the ground beneath her was shifting, and she wasn't sure where she'd land.
Lila was experiencing layering, when additional management is introduced between you and your current reporting line. In practice, it means someone is hired or promoted into a role above you, becoming your new direct supervisor. Your reporting structure changes, and you now report to them instead of your previous manager.
In fast-growing companies, layering isn't just inevitable; it's strategic. As operations become more complex, organizations need to bring in experienced leaders to navigate uncharted territory. But let's be honest: knowing it's a business decision doesn't make it any easier to process when it's happening to you. The emotions can be overwhelming – frustration, confusion, even resentment.
If you've found yourself in this situation, you're not alone. Here's how to make sense of what you're feeling and, more importantly, how to navigate this shift with confidence and clarity.
Reframe Your Thinking
Despite how unsettling it may feel, layering doesn't mean you've been demoted. In most cases, it's a reflection of the organization's growth and evolution – not a critique of your performance. Instead of viewing this as a setback, consider how it might actually work in your favor. You may gain access to better mentorship. Senior executives, particularly those brought in for their expertise, often have fewer direct reports. This allows them to dedicate more time and resources to the development of each person on their team, including you.
Your new leader could also bring a wealth of knowledge and a fresh perspective that you can benefit from. For example, imagine you've been managing the engineering team for a mid-sized tech company, and now they've hired a CTO with extensive experience in scaling systems at larger enterprises. It's natural to feel resistant at first, but what if you leaned into the opportunity to learn from their expertise? They could introduce you to advanced architecture or show you how to navigate the technical challenges that arise when growing from serving thousands of users to millions.
Think of layering as a step toward role specialization rather than a reduction in your responsibilities. In fact, your level of responsibility may remain the same – or even grow. You might find yourself trusted with more complex, high-impact projects that allow you to focus on your strengths rather than juggling a wide range of tasks.
Get Curious
Instead of letting your mind spiral with assumptions about why layering is happening, shift your perspective to one of curiosity. Asking thoughtful questions can help you avoid catastrophizing while giving you a clearer view of the bigger picture. By approaching your (soon-to-be) former boss from a place of collaboration and professional growth, you can position yourself as a team player who's invested in the company's success. Here are a few ways to start the conversation:
Remember, organizational changes like layering often involve many moving parts. It's possible that decisions are still being finalized, and those in leadership may not have all the answers yet. Patience and an open mind will go a long way in navigating this transition.
Request to Join the Interview Process
If your new boss hasn't been selected yet, consider asking HR or your current manager if you can play a role in the hiring process. Frame your involvement as a way to ensure the new leader aligns with the team's culture and objectives. Be proactive and suggest specific ways to contribute, such as participating in the preliminary screening of candidates, joining a panel interview, or providing input on the job description.
If being directly involved in the hiring process isn't an option, request a meet-and-greet with the final candidates. Position it as an opportunity to start building rapport and gain insight into their leadership style and expectations for the team. Use this time to assess how well your working styles align and how their approach might complement the existing team dynamics. This can be a valuable first step in fostering a productive relationship with your new boss.
Offer a Gesture of Goodwill
When your new boss is officially hired or promoted, use your first meeting as an opportunity to set a positive tone. Welcome them warmly and share your enthusiasm for working together. Offer to help them get up to speed on the specifics of your area, whether that's through briefings on current projects, an overview of key challenges, insights into team dynamics, or even a walkthrough of your department's processes and systems. Your insider knowledge can be a valuable resource in helping them settle in quickly – and they'll likely appreciate your initiative and support.
Give the relationship at least six months before making any judgments about whether it's working. Even seasoned leaders need time to understand the nuances of a new organization and its culture. This adjustment period allows them to establish their role, make informed decisions, and find their rhythm. It also gives you time to adapt to their leadership style and build a collaborative working relationship.
Maintain a Connection with Your New Skip-Level
Adjusting to your former boss becoming your skip-level manager can feel like a big shift, but try to view it as a new phase in your professional relationship rather than the end of it. Proactively addressing the transition can help you define the terms of your new dynamic with clarity and confidence. For instance, you might say:
Once the conversation is underway, discuss how often and in what context you both feel it's appropriate to communicate. This could be through quarterly check-ins, semi-annual reviews, or on an as-needed basis. The goal is to maintain visibility and stay on your skip-level's radar without overstepping boundaries or infringing on your new boss's responsibilities.
Yes, being layered can bring up feelings of uncertainty or apprehension, but it's also an opportunity to expand your skill set, strengthen your professional network, and showcase your ability to adapt to change. By approaching the transition with curiosity and a proactive mindset, you can turn this structural shift into a meaningful step forward in your career.