by David Kong

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One of the biggest misconceptions in career growth is the belief that we should only take on new roles when we feel fully prepared. In reality, very few people are ever truly ready for the opportunities that shape their careers.

Looking back, some of the most important roles I accepted were ones I had no idea how to do.

Early in my career at Hyatt, I was a General Manager when I was asked to lead a business process reengineering initiative. I had no experience in that area. A few years later, I was asked to build Hyatt’s database capability—at a time when the internet was just emerging and few people even understood what a database was. Then came launching the first Hyatt.com, followed by involvement in early revenue management and sales force automation systems.

Each time, I felt unprepared.

Yet each time, I said yes.

What I didn’t realize then was that those experiences were quietly building a foundation of skills across strategy, technology, marketing, and transformation. When I eventually left Hyatt, two consulting firms made compelling offers—not because I had followed a carefully designed path, but because I had accumulated a breadth of experiences by stepping into the unknown.

Had I waited until I felt ready, I likely would have stayed in operations. And while that would have been a perfectly respectable path, I would have missed the opportunity to grow in ways I never imagined.

Saying yes, however, is only the beginning. The real test comes after you step into the role.

How to Succeed When You’re Not Ready

Taking on a role you are not fully prepared for can be both exciting and unsettling. The difference between struggling and succeeding often comes down to how you approach the early days.

Get comfortable not having all the answers.
You are not expected to know everything on day one. What matters is your willingness to learn quickly and adapt. Confidence does not come from having all the answers—it comes from knowing you can find them.

Build the right team.
One of the most important lessons I learned was to surround myself with people who knew more than I did in areas where I lacked expertise. When I was tasked with building database capabilities, I did not try to become the technical expert. Instead, I focused on hiring the right talent and empowering them to succeed.

Ask more questions than you give answers.
Curiosity is one of the most underrated leadership traits. Asking thoughtful questions not only accelerates your learning but also builds trust with your team. People are far more willing to support a leader who is genuinely seeking to understand than one who pretends to have all the answers.

Be the translator.
In unfamiliar roles, your value is often not in being the technical expert. It lies in your ability to connect ideas across disciplines—to translate the “how” into the “why.” This ability to bridge perspectives is what enables organizations to move forward effectively.

Stay steady through discomfort.
That uneasy feeling you experience in a new role is not a sign that you are failing. More often, it is a sign that you are growing. The key is to remain steady, trust the process, and give yourself the time to develop.

Creating Your Own Opportunities

Not every leader will hand you opportunities to stretch beyond your comfort zone. In many cases, you have to be your own advocate.

Seek out challenges. Raise your hand. Ask for assignments that push you into unfamiliar territory.

The more you stretch yourself, the more your confidence grows—not because the work gets easier, but because you become more comfortable navigating the unknown.

In my own career, I experienced five promotions in three and a half years at Best Western on the path to becoming CEO. I attribute much of that progression to the willingness to take on unconventional roles—many of which I was not fully prepared for at the time.

Each role expanded my perspective, strengthened my adaptability, and prepared me for responsibilities I could not have anticipated.

The Opportunity in Uncertainty

We rarely know when opportunity will present itself, or what form it will take. What we can control is how we respond when it does.

Growth does not come from waiting until we are ready. It comes from having the courage to step forward despite uncertainty—and the discipline to learn, adapt, and lead once we are there.

Saying yes may open the door.

What you do next—and the initiative you take along the way—determines where it leads.

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