Julie Sweet, CEO of global professional services firm Accenture, has shared a key piece of career advice that challenges conventional thinking about promotions and leadership readiness.
In a recent episode of Fortune’s “Titans and Disruptors of Industry” podcast, Julie emphasized that when offered a major role—especially one that feels beyond your current capabilities—the worst mistake is to question whether you’re ready.
“Promotions aren’t just rewards for past performance.
They’re investments in your potential,” Sweet said, urging professionals to accept stretch roles with confidence rather than self-doubt.
The Mistake: Asking “Are You Sure?”
Julie recounted a pivotal moment in her career when then-CEO Pierre Nanterme unexpectedly suggested she could one day lead Accenture.
At the time, she was serving as general counsel, had a legal background rather than a business one, and had not spent her entire career at Accenture.
She also didn’t fit the traditional mold of a CEO, being a woman in a company historically led by men.
Despite these factors, Sweet did not let hesitation take over.
Instead, she recalled advice from Dina Dublon, former CFO of JPMorgan Chase and Accenture board member, who once told her: “When someone gives you a stretch role, chances are they’re as nervous—or more nervous—than you are. So don’t say anything like: ‘Are you sure?’”
Julie followed that guidance and responded with a simple, confident: “Yes, I’d be interested. What did you have in mind?”
That moment set her on a path to eventually lead Accenture’s North America business in 2015 and become global CEO in 2019.
Accenture CEO’s Advice on Confidence, Humility, and Continuous Learning
Julie’s advice goes beyond a single moment. She believes confidence should be a daily practice, not just something reserved for career-defining decisions.
At Accenture, she expects her 770,000-strong workforce to bring confidence, humility, and excellence to their roles.
She also highlighted the importance of being a “deep learner” at the top. “That is not usual in a lot of companies,” she said.
“Many times, senior leaders assume they have all the wisdom. But I believe training and learning should continue, even at the highest levels”.
Julie credits her success to her willingness to learn the business deeply, especially given her legal background.
She quickly realized that to be an effective leader, she needed to understand the operational and strategic aspects of the company.
This mindset helped her stand out and build trust across teams.
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