The following article is an excerpt from my lecture on Dealing with Organizational Fantasies and Myths: Navigating Unconscious Narratives in Your First 90 Days. It is part of my new online course Transitioning into a New Role
As a mid-career professional stepping into a new role, particularly in a leadership or influential position, you are entering a complex organizational environment shaped by unconscious narratives, myths, and fantasies about success, leadership, and the organization’s identity.
Systems psychodynamics highlights that organizations, like individuals, develop collective fantasies—stories they tell about themselves, often unconsciously, that influence how decisions are made, how people behave, and how new members are integrated.
These organizational myths can be deeply embedded in the culture and may unconsciously shape the expectations placed on you as a new hire. For instance, you may be cast as the “savior” expected to turn around a troubled department, the “outsider” who challenges the status quo, or even the “threat” to existing power structures. We will expore how these unconscious narratives—often passed down through stories of past successes and failures—can influence your role and the organization's perception of you.
By recognizing and navigating these organizational myths, you can avoid being limited by them and instead bring fresh, innovative perspectives that are grounded in reality, rather than being caught in the emotional currents of the organization’s collective fantasies.
The Impact of Organizational Myths on Your Role
As a new hire, particularly at the mid-career level, you may find that you are unconsciously cast in a role that fits the organization’s collective fantasies or myths. Whether you are seen as the “savior,” “disruptor,” or “outsider,” these roles can place powerful, often unspoken expectations on you, which may limit your ability to bring fresh ideas or lead to misalignment between your intentions and the organization’s assumptions.
Key Advice:
- Be aware of the role you are being cast in: New hires, especially those in leadership or high-visibility roles, are often cast into unconscious roles that reflect the organization’s fantasies or fears. For instance, if the organization has a history of relying on heroic leaders to solve problems, you may find yourself subtly positioned as the next “savior,” expected to deliver quick and dramatic results. Alternatively, if the company is resistant to change, you might be viewed as the “outsider” whose new ideas are met with suspicion or defensiveness.
- Example: If you are brought in during a time of crisis, you may be seen as the leader who will “fix everything.” While this can be flattering, it can also create unrealistic expectations that set you up for failure if the organization is not ready to make the necessary structural or cultural changes. Recognizing this dynamic early on allows you to set realistic expectations and ensure that you are not overburdened by the organization’s fantasies.
- Manage the narrative about your role: One of the most effective ways to avoid being trapped in an unconscious organizational role is to proactively shape the narrative about your role and contributions. Be clear about what you are there to do, and set realistic expectations with your manager, team, and stakeholders. This allows you to define your role on your own terms, rather than being boxed into an unconscious fantasy that limits your effectiveness.
- Practical Tip: During your first few weeks, take the time to articulate your vision and approach to the role. When engaging with your team or senior leadership, consistently reinforce a realistic narrative about what success looks like and the steps required to achieve it. For example, rather than allowing yourself to be seen as the person who will “save” the organization, you might frame your role as collaborative and developmental, focusing on building sustainable processes over time.
- Challenge myths with empathy and respect: When you encounter an organizational myth that limits innovation or progress, approach it with empathy and respect. These myths often serve an emotional purpose, providing stability in times of uncertainty. Rather than dismissing the myth outright, acknowledge its historical significance while gently introducing alternative perspectives that open up new possibilities.
- Practical Tip: Start by asking questions that challenge assumptions in a non-confrontational way. For example, “I understand that we’ve had great success following this approach. Are there areas where we might experiment with new methods to see if we can build on that success?” This shifts the conversation from defending the past to exploring future possibilities, without directly attacking the organizational myth.
Find the rest of my lecture and many more in my new online course Transitioning into a New Role