As 2026 begins, we have the opportunity to start with a clean slate and revisit how our professional environments have evolved. In my own reflections, I have noticed that while experience remains essential, impact increasingly depends on how that experience is applied in more complex, nuanced contexed. I am sure that you will have also reflected on this.
In the journey of a professional career, there comes a pivotal moment – often subtle, sometimes perplexing – when the very attributes that propelled us forward begin to yield diminishing returns.
For anyone in a professional role, effort, competence, and even consistent results, while still valuable, cease to scale in the same linear fashion they once did. This isn’t a sign of decline or a deficit in ability; rather, it’s an invitation to a profound developmental shift, a transition from merely doing well to truly being consequential.
The Subtle Plateau: From Diligence to Disorientation
For years, the professional roadmap was clear: work harder, acquire more skills, deliver more consistently, and success would follow. And for a long time, it did. Promotions were earned, projects were completed with excellence, and a reputation for reliability and expertise was forged. The metrics of success were tangible and often quantifiable.
However, at a certain altitude of experience, many find themselves in a peculiar space. The same dedication, the same meticulous approach, the same deep knowledge no longer unlocks the next level of impact or fulfillment. The ceiling isn’t visible, yet the ascent has slowed, or perhaps even stalled.
This moment is rarely dramatic. There isn’t a sudden, glaring failure. Instead, it’s a gradual realisation, a quiet unease. It might manifest as a feeling of being overlooked despite impeccable performance or seeing others with seemingly less “experience” wield greater influence.
It’s the unsettling sensation that the levers that once moved mountains now barely shift pebbles. This isn’t a crisis of competence; it’s a crisis of context. The game has changed, and the rules for leading and having impact have evolved. The challenge is recognising this evolution and adapting, rather than doubling down on outdated strategies.
The Difference Between Doing Well and Being Consequential
To understand this shift, it’s crucial to differentiate between “doing well” and “being consequential.”
Doing well is about execution, efficiency, and achieving predefined objectives. It’s about being a valuable cog in a well-oiled machine, consistently performing at a high level. A professional who “does well” meets deadlines, manages teams effectively, and delivers projects on budget and spec. Their value is undeniable and often measurable.
Being consequential, however, transcends mere performance. It’s about impact, foresight, and the ability to shape direction, inspire change, and create exponential value that extends beyond one’s immediate deliverables.
A consequential professional doesn’t just manage a project; they define its strategic importance.
They don’t just solve problems; they anticipate future challenges and architect innovative solutions. Their influence is felt not just in their direct output, also in the ripple effect they create across an organisation or even an industry. They are not just contributors; they are catalysts.
The transition from doing well to being consequential demands a different set of muscles – muscles that aren’t necessarily about more effort – about a different kind of effort. It requires a shift from operational excellence to strategic mastery, from reactive problem-solving to proactive vision-setting.
Common Responses that No Longer Work as Well
When faced with this subtle plateau, the natural human inclination is to lean into what has always worked. For seasoned professionals, this often means:
- Trying Harder: The belief that more hours, more detailed analysis, or more personal sacrifice will break through the barrier. While admirable, this often leads to burnout, exhaustion, and a deeper sense of frustration when the increased effort doesn’t yield proportional results. The problem isn’t a lack of effort; it’s a misalignment of effort.
- Being Clearer: Assuming that any lack of impact stems from miscommunication. The response is to refine presentations, articulate ideas more precisely, or repeat oneself with greater emphasis. While clarity is always important, at this stage, the issue often isn’t how well an idea is communicated, but whether the idea itself is truly strategic, well-timed, or resonant with the broader organisational direction.
- Adding Force: Pushing harder, asserting authority more strongly, or becoming more insistent. This can stem from a feeling of needing to reclaim control or demonstrate value. However, at senior levels, true influence is rarely exerted through force. Instead, it often creates resistance, alienates allies, and can be perceived as an overcompensation for a lack of genuine leadership.
These responses, while effective earlier in a career when proving competence and diligence was paramount, become less potent when the game shifts. They are tactics for climbing the ladder; the new challenge is about defining the landscape at the top.
What Actually Begins to Matter More
As the professional journey evolves, a different constellation of attributes emerges as paramount. These are not skills learned in a classroom, but wisdom forged in the crucible of experience, refined through reflection, and applied with intentionality.
- Judgment: This is perhaps the most critical differentiator. Beyond data analysis or logical deduction, judgment is the intuitive ability to discern the signal from the noise, to foresee consequences, and to make wise decisions in ambiguous, high-stakes situations. It’s the culmination of years of pattern recognition, understanding human dynamics, and a deep grasp of context. Judgment allows a leader to cut through complexity, identify the true leverage points, and guide others toward optimal outcomes, even when the path is not obvious. It’s the inner compass that points true when all external maps are insufficient.
- Positioning: This isn’t just about personal branding, but about strategically placing oneself and one’s ideas within the organisational ecosystem. It involves understanding power dynamics, anticipating stakeholder reactions, and framing initiatives in a way that aligns with broader strategic imperatives. Effective positioning ensures that one’s contributions are not just noticed, but are recognised as essential, timely, and aligned with critical objectives. It’s about making our ideas indispensable to the future, not just valuable in the present.
- Presence: An intangible yet profoundly powerful quality, presence is the gravitas, confidence, and calm that commands respect and inspires trust. It’s about how one carries oneself, how one listens, and how one speaks – not just the words, also the weight behind them. A strong presence allows us to influence a room without dominating it, to inspire confidence in uncertain times, and to foster a sense of psychological safety that encourages others to contribute their best. It’s the quiet authority that draws others in and makes them want to listen and follow.
- Timing: The art of knowing when to act, when to speak, and when to hold back. Timing is about strategic patience, understanding organisational rhythms, and seizing opportune moments. It recognises that even the most brilliant idea can fall flat if presented prematurely, and a less perfect solution can succeed if introduced at the right juncture. It’s about reading the room, sensing the organisational mood, and understanding the external forces at play to ensure that efforts land with maximum impact.
These qualities are not about doing more; they are about doing differently, with greater precision, insight, and influence. They represent a maturation of professional capability, moving beyond the mechanics of work to the artistry of leadership.
A Developmental Shift, not a Deficit
This period of professional evolution, when experience alone is no longer the sole determinant of impact, is not a sign of a deficit. It is, in fact, a profound developmental shift – a natural and necessary progression for those committed to truly making a difference. It’s an opportunity to shed old paradigms, embrace new forms of intelligence, and cultivate a deeper, more sophisticated understanding of influence and value creation.
Instead of viewing it as a plateau to be overcome by sheer will, consider it a new landscape to be navigated with a different map. It is an invitation to move beyond the comfort of competence into the realm of true consequence.
By focusing on discernment, positioning, presence, and timing, we can unlock a new level of impact, find deeper fulfillment, and continue to shape the world around us in ways that truly matter. This is not about correction; it is about evolution – an exciting next chapter in a career defined by continuous growth.
I welcome your thoughts if you would like to share them.
With warmest wishes,
Korinne Le Page
Thrive Coaching & Training – Empowering You to Thrive!
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