By Max Diamond – Director, Accounting & Finance
I get a version of this question a lot when speaking with junior candidates: “My boss just left, or their boss is leaving, and I don’t know what happens next. What should I do?”
For professionals early in their careers, watching the org chart above them shift in ways they didn’t expect can be unsettling. When a senior team member walks out the door, it’s natural to wonder what that means for you:
- Will the work get harder?
- Is the team stable?
- Did I do something wrong to cause this?
- Should I start updating my resume?
But here’s what I’ve seen play out again and again with candidates I work with: While leadership turnover can often create uncertainty, it also creates space. Responsibilities that used to belong to one person suddenly need a new owner, and sometimes that owner can be you, if you’re paying attention and willing.
Before you assume a departure is bad news, it’s worth pausing to ask a different question: How can this help me in my career?
Asking yourself what you want
Before you do anything else, get honest with yourself about two things: your capacity and your actual interests.
Capacity first. If you’re already feeling stretched thin, asking for more responsibility just because an opportunity appeared isn’t necessarily a smart career move. It’s a way to lead yourself to burnout. Take stock of what’s actually on your plate before you go looking for more of it.
Then comes the harder question: do you want this? Not “should I want this” or “would this look good;” but do you actually want to move in this direction? I’ve talked to plenty of young professionals who assume that any additional responsibility is automatically worth chasing. It’s not. If the work that’s opening up doesn’t connect to where you want your career to go, taking it on can pull you further from your goals, not closer to them.
So, think concretely. What do you want more exposure to? What part of the business have you been curious about but haven’t had a reason to get close to? That’s the question that should guide what you do next, not just “what’s available.”
Filling the gaps
Once you know what you’re actually after, look at what the departure has left open.
Here’s an example I use a lot: say you’re an accountant, and the controller above you, who owns the management reporting or FP&A processes, is leaving your firm. You’ve always wanted more exposure to these areas, but it’s never been part of your role. That gap didn’t exist a month ago. Now it does.
This is where being proactive actually means something specific, not just “having a good attitude.” It means looking at the responsibilities that are now unclaimed and asking which of them line up with what you identified in the first step. Not every open task is worth raising your hand for. But the ones that intersect with where you want to grow? Those are worth paying close attention to.
It’s important to ensure that your current responsibilities are taken care of before you even think about asking for more. If you go to a senior leader asking for more exposure while the work you’re currently responsible for is falling behind, you’re not making a case for yourself. Nobody hands more responsibility to someone who hasn’t shown they can handle what’s already on their plate.
Make sure the quality is there and the reliability is there. That’s what earns you the credibility to ask for more, not just want it.
Speak up about what you want
Here’s the part people underestimate the most: nobody is going to guess what you want. The powers that be are dealing with their own list of priorities during a leadership transition — filling the role, redistributing work, keeping things running. They’re not always thinking about which junior team member would be able to step up and take over some of these responsibilities. You have to tell them.
Go to your leadership and say something like:
“With X leaving, I’d love to get more exposure to management reporting or FP&A processes. Is there an opportunity for me to get more involved with these processes or help with the related materials?”
Notice what that sentence is doing. It’s specific. It names the exact thing you want. And it’s framed as a question, not an ultimatum. You’re not saying, “Give me this, or I’m out.” You’re saying, “Here’s what I’m interested in. Is there a path to it?” That’s a completely different conversation, and one that senior leaders are often receptive to, especially during a transition when they’re already thinking about how to cover the work that’s now unclaimed.
I’ve watched this exact kind of conversation change the trajectory of someone’s role. Not because they demanded anything, but because they made their interest known at the moment it was most useful for someone else to hear it.
Timing is everything
Timing matters here, and it’s where people often get it wrong in one of two ways.
Some people move too fast. They bring it up the same week someone announces they’re leaving, before leadership has had a chance to figure out what the coverage plan looks like. At that point, your CFO or manager may not know what’s being backfilled, what’s being redistributed, or what the new structure will look like. Position yourself too early, and you risk coming across as more focused on the opening than on helping the team through the transition.
Other people wait too long. They hold off until a replacement is hired or the responsibilities have already been reassigned to someone else by default, simply because nobody knew they were interested. By then, the decision’s been made without you in the room.
The sweet spot is somewhere between: after the initial scramble has settled, but before responsibilities have been permanently reassigned.
That might be when leadership says something like, “We’re splitting her responsibilities across the team for now while we figure out next steps.” That’s your signal. It means leadership is actively thinking about who will take on what, which is exactly when it makes sense to make your interests known.
A good practical marker is if you’re hearing phrases like, “We’re still figuring out coverage” or “Nothing’s decided yet,” that’s your window.
You also don’t need to schedule a formal meeting or make a big pitch. A short conversation during a normal check-in, over coffee, or whenever you naturally have a moment with your manager can be enough. The goal is to sound like someone who has thought about where they want to grow, not someone who has been waiting for an opening.
Think of turnover as an opportunity, not just a disruption
A leadership departure doesn’t automatically mean you need to start job hunting, or that your role is about to get harder. Sometimes it means that a door you didn’t have access to before just opened, and the only thing standing between you and walking through it is whether you speak up.
None of this happens automatically. It takes knowing what you want, making sure your own work is solid, and having the conversation instead of waiting to be noticed. But when those three things line up, a moment that felt like a loss for the team can turn into one of the more useful turns your career takes early on.
The next time someone above you leaves, don’t immediately assume it’s bad news. Take a step back, look at what the transition has opened up, and ask yourself whether there’s an opportunity to take on more and grow.
Frequently asked questions
What should I do if my boss leaves the company?
Start by understanding how the transition may affect your role, responsibilities, and team. Make sure your current work is handled well, then consider whether the change creates an opportunity to take on responsibilities that align with your career goals.
Can leadership turnover create career opportunities?
Yes. When a senior employee leaves, responsibilities may be redistributed or new opportunities may become available. If you have the capacity, skills, and interest, speaking up about areas where you want more exposure can help position you for additional responsibility.
Should I ask for more responsibility when my boss leaves?
You can, but timing matters. First, make sure your existing responsibilities are being handled consistently. Then, once leadership has had time to assess the transition, express interest in specific responsibilities or areas of the departing leader’s role.
When should I talk to my manager after a leadership change?
The best time is typically after the initial disruption has settled but before responsibilities have been permanently reassigned. If leadership is still discussing coverage or determining who will take on certain responsibilities, that can be a good opportunity to raise your interest.
How can young professionals take advantage of leadership turnover?
Focus on reliability, initiative, and clear communication. Continue performing well in your current role, identify areas where you can add value, and proactively communicate your interest in taking on responsibilities that support your long-term career goals.
About Max Diamond
Max Diamond is a Director at Landing Point, specializing in Accounting & Finance executive search for asset management, private equity, hedge funds, and real estate investment platforms across the Tri‑State area. Max specializes in connecting growth‑minded finance professionals with respected investment firms. Notable searches include Senior Vice President of Fund Accounting for a global credit fund, Fund Controller for a real estate investment platform, and Management Company Controller for a hedge fund manager.
Prior to joining Landing Point, Max spent two years in PwC’s Financial Services Audit Practice and two and a half years at Fortress Investment Group in fund accounting. He holds a master’s degree in forensic accounting and a bachelor’s degree in accounting from the University of Albany. Outside of work, he enjoys cooking, trying new restaurants, and cheering for the Yankees, Jets, and Arsenal.