Podcast Summary: Coaching Real Leaders – "Do I Really Want To Be a C-Suite Leader?"

Introduction

In the episode titled "Do I Really Want To Be a C-Suite Leader?" from the "Coaching Real Leaders" podcast hosted by Muriel Wilkins of Harvard Business Review, listeners are taken through an insightful coaching session with a high-performing leader, referred to as Sarah to maintain confidentiality. The episode delves deep into the internal conflicts faced by leaders poised to ascend to top executive roles and offers practical guidance for navigating such pivotal career decisions.

Meet Sarah: A Decade of Dedication and Emerging Doubts

The episode begins with Muriel introducing Sarah, a seasoned professional with ten years at her current organization following her MBA. Despite her impressive trajectory positioning her for a C-level executive role at a public company, Sarah expresses uncertainty about taking the next step.

“I feel pretty uncertain.” (01:19)

Sarah articulates a common dilemma among high achievers: the hesitation to pursue a traditionally prestigious path despite being well-prepared for it. Her extensive preparation and successive role advancements have led her to the brink of a significant promotion, yet she grapples with the urge to question whether this path truly aligns with her personal and professional aspirations.

Career Chapters: Growth, Turmoil, and Stagnation

Muriel prompts Sarah to outline her career journey, which Sarah divides into three distinct chapters:

1. Chapter One: Building and Transforming the Business

   • “It was like we were here to do bigger, more important work.” (03:08)
   • Sarah describes her initial years as dynamic and fulfilling, working with a passionate team to drive significant business transformations.

2. Chapter Two: Organizational Change and Challenges

   • “It felt a lot like kind of pushing a boulder up a hill.” (04:43)
   • This period was marked by organizational upheavals, loss of champions within the company, and a strenuous effort to reestablish her reputation amidst new leadership.

3. Chapter Three: Stasis and Stalled Growth

   • “I feel like my learning has really stalled.” (04:43)
   • Currently, Sarah finds herself in a phase of relative stagnation where her strategies have matured but her learning and growth have plateaued, leading to feelings of unfulfillment.

The Core Conflict: Purpose vs. Potential

Sarah identifies a central conflict between two internal drivers:

• Potential Path (External): The traditional route to a C-suite position, characterized by increased scope, influence, and prestige.

  • “It's like, hey, if I can do it, I should.” (09:53)

• Purpose-Driven Path (Internal): Seeking roles that provide meaningful impact, growth, and transformation on a more personal and immediate level.

  • “I get true satisfaction from cultivating and shaping.” (20:27)

Muriel helps Sarah differentiate between these drivers, emphasizing that while both revolve around the concept of impact, they approach it from different angles—external accolades versus internal fulfillment.

Shifting the Driver: From Potential to Purpose

To resolve the dissonance, Muriel introduces the idea of repositioning purpose as the primary driver in Sarah's career decisions. This involves:

1. Identifying Alignment: Determining if her purpose-driven goals can coexist with her potential-driven ambitions.
2. Reframing Success: Moving from an external definition of success (titles, scale) to an internal one (purpose, fulfillment).

Actionable Steps: From Reflection to Implementation

Muriel guides Sarah through actionable steps to clarify her career objectives:

• Writing Exercises: Sarah plans to document what her next role should entail, distinguishing between purpose and potential elements.

  • “I need to put pen to paper in a very honest way.” (42:17)

• Evaluating Trade-Offs: Understanding and accepting the necessary compromises between different career paths.

  • “I need to feel like I'm running to something, not away from something.” (40:40)

• Testing Hypotheses: Approaching career decisions as experiments to see what aligns best with her redefined sense of success.

Conclusion: Embracing Clarity and Moving Forward

By the end of the session, Sarah feels a renewed sense of optimism and a clearer plan of action. She recognizes the importance of balancing both purpose and potential, and she commits to ongoing reflection and adjustment as her career evolves.

“I feel like I have a plan.” (49:52)

Muriel summarizes the session by highlighting Sarah's progress in acknowledging the need for internal alignment and the importance of proactive decision-making over reactive choices.

Key Takeaways:

• Internal vs. External Drivers: Understanding the difference between purpose (internal fulfillment) and potential (external recognition) is crucial for meaningful career progression.

• Alignment is Essential: Striving for roles that satisfy both personal fulfillment and professional growth can lead to more sustainable and satisfying leadership journeys.

• Proactive Planning: Engaging in reflective exercises and clearly defining personal definitions of success can aid in making informed and confident career decisions.

Quotes to Remember:

• Muriel Wilkins: "What do you want? Not what do you think you should do." (26:24)

• Sarah: "I haven't really weighed the different options in the context of purpose." (36:55)

• Muriel Wilkins: "Potential is not driving; purpose is." (45:07)

Final Thoughts

This episode serves as a valuable resource for leaders at the crossroads of their careers, offering a framework to reassess and realign their professional aspirations with their core values and sense of purpose. Through Sarah's journey, listeners gain insights into the complexities of leadership advancement and the importance of intentional career planning.