Devlin was a Senior Director of Operations at a prominent public relations firm. For years, she thrived in her role, consistently delivering results and earning respect from colleagues and clients. Yet, she couldn’t help but notice a trend—her peers, many of whom had similar tenure, were ascending to vice president roles, while she remained in her position. Her lack of sustained career growth was a concern.
Devlin’s hesitation wasn’t due to a lack of skills or accomplishments; it was rooted in self-doubt. Despite her success, she felt she didn’t possess the “it factor” required for the next level. She worried she might not meet the expectations associated with executive leadership, even though colleagues often praised her leadership capabilities.
Research Insights on Career Hesitation
Devlin’s feelings weren’t unique. Research from executive search firms and global organizations highlights common reasons professionals hesitate to pursue higher roles despite being qualified:
- Imposter Syndrome: Many high-performing individuals experience imposter syndrome—a persistent fear of being exposed as a “fraud.” A study by KPMG found that 75% of female executives have faced this challenge during their careers.
- Comfort Zone Bias: The Center for Creative Leadership highlights that professionals in long-tenured roles often resist advancement due to comfort with their current responsibilities.
- Perceived Risk: Research by Korn Ferry reveals that professionals at Devlin’s level may overestimate the risks of failure in higher roles, leading them to undervalue their potential.
- Underdeveloped Networks: A report by Integrated Work indicates that executives without robust leadership pipelines often feel excluded from opportunities for advancement.
Meeting an ExecuNet Career Coach
One day, Devlin was introduced to an ExecuNet career coach through a colleague. Skeptical at first, she agreed to an initial conversation. It didn’t take long for her coach to identify the root of Devlin’s hesitation: she undervalued her own accomplishments and lacked a clear vision for her future.
The coach didn’t just offer encouragement; they provided a structured plan:
- Shaping a Value Story: Together, they outlined Devlin’s key achievements, aligning them with the strategic priorities of vice president roles she aspired to.
- Building Confidence: Through targeted coaching, Devlin learned to reframe her self-doubt as humility and leverage it as a strength.
- Crafting a Go-to-Market Strategy: Her coach guided her through creating an executive brand that positioned her as a transformational leader, ready to solve complex organizational challenges.
A Happy Ending
With her coach’s support, Devlin began pursuing VP opportunities. She landed interviews at several firms and eventually secured a vice president position at a globally recognized PR agency. In her new role, she led initiatives that streamlined operations and fostered innovation, earning accolades from her peers and the industry.
More importantly, Devlin emerged from this experience with a newfound sense of self-worth. She no longer questioned whether she belonged in the executive ranks—she knew she did. Her journey wasn’t just about achieving a title; it was about transforming how she saw herself and her potential.
Today, Devlin mentors others who feel stuck, sharing her story and empowering them to take their own leaps of faith. Her success serves as a testament to the power of self-belief, expert guidance, and the courage to embrace growth.
