Is a crisis role a career accelerator? When to say yes
Crisis roles can make careers as well as end them. A decision framework for the offer in front of you.
In short
- Crisis roles offer visibility, authority and a story that few other roles can.
- Whether that upside is real depends on the conditions around the role, not the size of the problem.
- Use four questions: Can it be fixed? Will I be allowed to fix it? Will I be judged fairly? Can I afford it if it fails?
- A 'no' to any of them can often be turned into a 'yes' through negotiation.
The case for saying yes
It would be wrong to read the glass cliff research as "never take a hard job". Crisis roles offer things stable roles rarely do: real authority, a clear problem to solve, visibility with boards and investors, and the kind of story that defines a career. Some researchers have noted that troubled organisations can offer more scope to lead than stable ones. And for leaders who have been passed over for stable roles, a crisis role may be a genuine opportunity that would not otherwise come.
The question is not whether the role is hard. It is whether you are being given a fair chance to succeed at something hard.
Four questions to decide
1. Can it be fixed?
Some problems are bigger than any leader: a market that has gone, a liability that exceeds the organisation's value, an owner who will not invest. Look at the numbers and the market with an outsider's eye. If nobody can describe a plausible path to recovery, a heroic leader will not create one.
2. Will I be allowed to fix it?
Authority over strategy, people and money, written into a mandate letter. Without it, you will be accountable for decisions you cannot make.
3. Will I be judged fairly?
An agreed baseline, a realistic timeline, a sponsor and a board that agrees on what success looks like. This is where the glass cliff does most of its damage, and where you have the most negotiating power before you sign.
4. Can I afford it if it fails?
Financially, reputationally and personally. Severance, indemnity and a reputation for having taken on a known crisis openly all reduce the downside. So does a support network outside the organisation.
Reading your answers
| Your answers | What it suggests |
|---|---|
| Yes to all four | A genuine opportunity. Negotiate the details and go. |
| Yes to 1, no to 2 or 3 | A fixable offer. Make your acceptance conditional on changing those answers. |
| No to 1 | Probably not a turnaround. Consider walking away, or reframe the role as an orderly wind-down with matching terms. |
| No to 4 | Protect yourself first: exit terms, savings, support. Then reconsider. |
Make the starting point visible
In her research and public talks, Michelle Ryan has made a simple point: if you take on a role in crisis, make sure other people know you are dealing with a crisis, so you can be evaluated fairly. A documented baseline, a candid all-staff message and regular board updates that compare progress with the starting point all serve that purpose.
Test your offer
Run the offer through the Glass Cliff Risk Scanner, check your own readiness with the Crisis Leadership Readiness Check, and if you want an experienced second opinion, request a confidential role review.
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Questions
Is taking a glass cliff role always a mistake?
No. Many leaders build their careers on crisis roles. The risk is taking one without the information, authority, resources, time and support needed to succeed.
How do I explain a failed turnaround on my CV?
Lead with the baseline you inherited, what you changed and what you learned. A documented starting point makes this much easier, which is why it is worth negotiating up front.
Should I take a crisis role if it is my only route to the top?
It can be the right choice, but negotiate harder, not softer. Scarce opportunity is one of the reasons glass cliff roles get accepted on poor terms.
Sources and further reading
- HR Leader (2025): Michelle Ryan on the glass cliff. Link
- Ryan, M. K., et al. (2016). Getting on top of the glass cliff. The Leadership Quarterly, 27(3). Find the paper
- Stanford GSB: Masterclass on thriving in turbulent times (video). Link
Read next
- Twelve red flags in a leadership offer, and the question to ask about eachA due-diligence checklist for anyone weighing a senior role in an organisation that is struggling.
- How to negotiate a turnaround role: the protections to ask forThe terms that separate a fair crisis appointment from a set-up, and how to ask for them.
- The first 100 days of a turnaround leadership roleA three-phase plan for leaders who start in a crisis: diagnose, stabilise, commit.