Many professionals follow a standard career path that leads them to the executive level without much reflection on their true motivations. Sarah's journey illustrates this point; having excelled early on, she faced organizational changes that prompted her to reassess her situation. Initial enthusiasm faded after losing key supporters and encountering new leaders. As she navigated these shifts, Sarah found herself feeling underappreciated, needing to re-establish her value, all while grappling with the implications of accepting a role she had previously aspired to.
I think that the last almost 10 years at this company have taken shape in three forms. The first was this first chapter of kind of coming to the company to build a business, to transform a business, being inflow, working with a great group of people, feeling almost like the job was more than a job. It was like we were here to do bigger, more important work.
But then not everything lasts, and there was a big organizational change, and there were changes made that I didn't personally agree with a ton of them. And there was a period where all of my champions at the company left sort of in short order, and that kind of started chapter two.
Up until that point, I had been this really high performing all-star, which had to take a step back and re-prove myself, a whole bunch of new leaders, everybody being evaluated and reevaluated. It felt a lot like kind of pushing a boulder up a hill.
But the reason I stayed at the time is that the company offered me this role, which in my industry is a very covet-able role.
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