Tag: Resilience

  • The Rung I Chased for Ten Years (and the Flatness at the Top)

    The most expensive mistake I’ve ever made didn’t cost me money.

    I spent years climbing a corporate ladder. One where everyone had pointy elbows, jockeying for the next “opportunity.”

    And when I got the promotion I remember my leader ushering me in by saying “Congratulations! Now you’re part of the problem too.”

    Wait?! What?

    Within weeks I felt like it was bait and switch. I told a mentor and advocate that the process was wrong.

    I’d climbed the goat path. Run the obstacle course. Been invited into the vault. Then the vault door was slammed shut and only then were the lights turned on to show me what I’d been clamoring for.

    I didn’t feel triumph. I felt faint, confusing flatness.

    Something closer to the feeling of showing up to what you were promised would be the best party and experience of your life – like what you imagine champagne and caviar is “supposed” to be like (for the record, I’ve had both and do not like either), but you find yourself standing in the doorway wondering why you’d rather be at a pizza party in someone’s backyard with a cold beer.

    Here’s my point: Some of the “shoulds” in your life that are costing you the most don’t feel like guilt.

    Let me show you how I missed it.

    Some “shoulds” show up as drive or ambition.

    We think we can spot a “should” because it feels bad. It nags. It guilts. *You should call your mother. (probably…yeah ok…maybe) You should answer that text (meh…). You should be further along by now. (argh)

    But the sneakiest ones don’t nag at all. They dress up as want.

    I should want this promotion. I should be scaling my business by now. I should want the big title, the big office, the big life someone sketched out for me before I had opinions about my life.

    That doesn’t feel like an imported order. It feels like your own honest ambition. Which is exactly the disguise.

    I accepted someone else’s ambition.

    And that’s the actual mistake.

    It wasn’t the climb. It was the fact that I didn’t actually want it.

    In fact…I did it out of spite because some guy told me he didn’t believe I could and didn’t support me. Everyone around me agreed that this next step, this next rung was the right one for me except this one guy. I’d been saying “no” for years. Right up until he said he didn’t believe I “could” and then my competitive nature kicked in.

    And I had to prove I could.

    My Autopilot is fast and cheap and confident (we met it in the Intruder Paradox piece). It handed my slower, thinking brain a tidy story… this is the win, go get it. this is how you prove yourself and get people to take you seriously… and my thinking brain, lazy by design, signed on the dotted line without reading the contract.

    Ten years of technically-mine decisions that somehow weren’t mine at all.

    My body sent me the bill.

    Here’s the thing about running someone else’s ambition through your own nervous system. There’s a tax, and your body pays it.

    Mine came due.

    ER visits. Chronic pain. Two surgeries. Medication. Chemotherapy. Two auto-immune disorders. Medically induced and then surgically induced menopause. And everything that comes with it.

    Let me be specific about the chronic pain, because “chronic pain” is a tidy phrase that tells you nothing.

    This was not bad-period pain. Not the cramps you push through with a heating pad, an Advil, and a tight smile at 9am. Because that’s the box everyone tries to file it in – and it’s the wrong box.

    This was pelvic pain that spiked without warning and shot straight up to the base of my skull. The kind that leaves you panting for a second. Nauseated. Shaken. Trembling. Then it would settle back into its baseline… a dull, pulsing, bone-deep ache in my abdomen, my hips, and my lower back.

    All the time. 24/7. Nothing touched it. Always on, always playing in the background.

    This background “noise” takes rent out of your brain and quietly eats the capacity you need to problem-solve, think critically, hold a conversation without a snap or a snark riding shotgun on every sentence. I wasn’t difficult. I was in pain, all day, every day, running a full executive load on whatever cognition the pain hadn’t already spent, popping Vicodin to make it through.

    Opioid medication dulls the pain and quiets the background noise, and dulls those executive functioning skills.

    Here’s what that looked like in the rooms where I was supposed to be the sharpest person present:

    + I’d be mid-point in a meeting, building to my point – the point I’d “practiced” – only to lose the thread. Just gone. I got really good at roundabout ramble phrases to bring myself back to my point and just hoped no one noticed.

    + I’d lose words presenting to leadership. Not obscure ones. Ordinary ones like “proposal” or “pen”. The word right there, close enough to touch, and my brain would hand me static instead.

    + I’d read the same report four times and retain nothing. Blank on a colleague’s name mid-introduction – someone I’d worked beside for ten years – while I was handing them to a client.

    So I built scaffolding to hold it together. Lists for the lists. Alarms on the alarms. The elaborate machinery of a woman spending most of her energy masking and hiding that things weren’t working out of fear.

    And under all of it, a fatigue that sleep didn’t touch. Not tired. Depleted. I’d hit 2pm and feel my thinking wade through wet sand, quietly doing the math on how many hours were left before I could stop performing “fine.” It was always 4 hours until I drove an hour to reset and then got back online to do my administrative work.

    I told myself this was just the cost of the level I was now playing at.

    And that’s the lie that keeps you climbing.

    The strain my body was under wasn’t a sign that I needed more grit. My body was flagging a significant all system failure but I kept overriding it.

    The lesson: I never asked if I was chasing my dream.

    My lesson was when I said yes to the promotion it wasn’t because I really wanted it. Others wanted it for me.

    I hit a point where I couldn’t do it anymore (that’s a whole different story) and I climbed down that ladder in my 40s. Deliberately. Shuffled sideways. Into work that fit me. And I’ve done it twice more in the years that have followed.

    But before I made the decision to climb down I wondered if it was “failing” because you’re supposed to you know, climb up the ladder. Especially as a woman. And as you rise up, you lift others with you.

    The Autopilot told me that going down the ladder was for people who couldn’t hack it; that everyone would see me as a failure. (The Autopilot was very invested in the ladder. The Autopilot also never once asked if I like heights.)

    I overrode the Autopilot with evidence and choices. Deliberately designed my exit and transition.

    Here’s what I know now – walking away from a title that doesn’t fit isn’t a fall. It’s authentic and the truest thing I could have ever done for me to align myself to do work with my values.

    The one question that would have saved me a decade.

    I knew I was proving myself but I never asked whose ambition and dream I was following. I couldn’t see that the room I was in was dictating and driving the decision, and much of that decision was coming out of fear and this longstanding need to be taken seriously.

    I didn’t ask the question did I choose this or am I just going through the motions because it’s what I’m supposed to do. Because it’s the logical next step.

    I’m not anti-ambition. I’m anti-imposed ambition. Want the promotion. Want the title. Want the corner office. Just make sure it’s your true want before you lose a decade and kill your nervous system going after it.

    Next Steps

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    Frequently Asked Questions

    What is “borrowed ambition” and how does it lead to burnout?

    Borrowed ambition occurs when you adopt external expectations, corporate milestones, or a desire to prove someone wrong as your own personal drive. Because this motivation is imported rather than authentic, pursuing it forces your nervous system to operate on stress and fear, eventually leading to severe physical exhaustion, health crises, and cognitive depletion.

    Is stepping down from a senior corporate role a sign of failure?

    No. Stepping down or moving laterally off a traditional career ladder is an act of intentional realignment, not defeat. Choosing to leave a title that actively damages your health or conflicts with your core values requires overriding default cultural conditioning (“Autopilot”) that falsely equates endless upward mobility with personal worth.

    How does chronic stress and physical pain affect executive functioning?

    Continuous physical strain and chronic pain consume immense cognitive bandwidth. This ongoing “background noise” drains the exact mental resources required for working memory, focus, and decision-making. When your brain is constantly processing physical distress, simple cognitive tasks feel exhausting, forcing you to rely on elaborate masking strategies just to perform routine work.

  • Lessons from My Corporate Detox, Six Months Out

    The rules I absorbed. The ones I’m putting down. And the choice I get back.

    Six months ago, Accenture, the world’s largest global consulting firm, released me from employment due to “lack of work.”

    I have a PhD, 20+ years experience, built and ran 2 multi-million-dollar consulting practices at 2 different firms. Let me tell you upfront – this isn’t an Accenture-bashing memory. As a former executive who has had to make these calls, I understand how this decision was made, because I’ve had to make it and execute it multiple times.

    This decision was made by people who don’t know me as a human but by looking at a business – at a spreadsheet, looking at profit and loss, and viewing human talent as “inventory” and “assets.”

    The questions are always

    + What is the market currently buying?

    + What inventory can we sell and at what price point to make a profit for our shareholders? For service based organizations, this is service and solution-based approaches built on skills of people who that work out to an hourly loaded bill rate – salary + cost of keeping them employed.

    + How long has the inventory been on the shelves? For service based organizations, this is how long has the person not billed their time directly to a client.

    + Do we think we can recoup the investment at some point in the future based on where we’re headed from a strategy perspective?

    It genuinely isn’t personal and is a purely, humanly-disconnected financial exercise, looking strategically at numbers.

    When someone says “it isn’t personal, it’s business” – this is what’s happening to get to the decision. Before it gets personal.

    Once the decision is made, the execution of that decision is pushed down to a leader who actually has the relationship with the human who is impacted, whether that leader agrees with the decision or not.

    Now it’s personal.

    In my past, I had the unfortunate difficulty of having to make both made the financial call and then executing the phone call.

    I didn’t hide behind layers of leaders to hand the decision to someone else to execute. I felt the full weight of the responsibility of the decision. I every person I ever had to release is still a stone on my soul. Because I knew, if I didn’t make that one decision today, I’d have to make ad additional 10 in a month. Because it was business.

    That’s a burden of business leadership. It isn’t about profit over people. Or people over profit. It’s people and profit.

    I haven’t said that out loud until right now.

    I haven’t had the right words.

    And I’ve spent the last six months in a kind of detox situation… shaking off so many things I’ve absorbed over 20+ years in corporate America that I started to mistake as part of my “identity.”

    I’m sharing the top five today.

    Lesson 1: Invisible rules outlive their context.

    Every organization runs on rules nobody writes down. You absorb them to succeed inside that specific place at that specific time. But the risk is that somewhere along the way you can maybe stop seeing them as a “rule to survive here” and rather start seeing them as just part of life, or a part of you. Things like:

    + Always be available and reachable. On vacation. On weekends. During the birthday party, the family celebration… the family crisis… even your own health crisis….

    + A packed calendar means you really, really matter.

    + You should never be the one who says “no.”

    + The person who cares the “most” is the one who stays latest or logs off last.

    + You have to “prove” yourself.

    + You can, and “should” be able to “do” it all – be a C-suite leader, be named to Forbes 40 under 40, a present mom who “never gets angry”, a compassionate partner who “understands”, volunteer of the week, keeps the house clean, shows up to events with home-made food, handstitchs the kids halloween costumes…I’m sorry…that sounds ridiculous even as I’m typing it…

    You learn the rules because they work for that organization, department, or team. Right up until you step out of that “room” or watch something change around or underneath you. Those same rules don’t work other places and can even become a liability.

    The “detox” is about catching a rule as it’s firing, looking at it, and determining if it’s valid, if it works for you, and if you’ll keep it. Like cleaning out the the junk drawer in your kitchen. Keep what works and what you value. Toss the junk.

    Lesson 2: Corporate loyalty is a one-way street.

    Organizations ask for loyalty like it’s a relationship, like a one-sided relationship.

    FYI: IT ISN’T.

    I can’t say that loud enough.

    For the record, those caps are for those of you in the back of the room, who have outstayed your time misaligned in organizations taking advantage of your brilliance.

    I feel like I need to restate the obvious. Just like marriage, employment is a contract. Yes, you hope there’s mutual respect – or even love – when you sign a marriage license, but at its core, it’s a legal agreement. Severing a marriage takes court filings, lawyers, and costly legal action because of how the government views joint assets and income.

    Employment is no different in its contractual nature – except companies will rip up that contract the moment it suits their bottom line.

    Read it that way. Act like it.

    I’ve had three corporate exists, two planned and deliberate and one unplanned, but it’s the same lesson… employment is a contract.

    Negotiate the contract coming in. Recognize the contract while you are there. Respect that it was contract on your departure.

    Give your work your best while you are there. But give your time and effort in context of the contract.

    + Your self-advocacy isn’t disloyalty to the organization.

    + Your belief in your self-worth isn’t disloyalty to the organization.

    + Your expectation for fair compensation and respect isn’t disloyalty.

    Your expectation for a promotion because of time in service or because Sheila got one and she’s a jerk – now that’s another conversation and likely a whole different article, but I digress…

    Lesson 3: Worth and value get welded onto identity.

    In the United States – in Western society actually – a big part of our identity is connected to our work, and our work is, in a lot of ways, is connected to “output” – what we “produce” and what we “do.”

    To our competence.

    To a title.

    To our reputation.

    Being the one who holds it together, or rides in at the eleventh hour to save the day.

    So when the badge stops working at the turnstile, and the login shows “user not found”, and you have to introduce yourself with the word former… an internal sense of worth can wobble.

    That’s a trap.

    I’ve been reminding myself that someone else’s decision, made on finances and margins and market cycles, is not a verdict on my worth.

    Its a verdict on fit, timing, alignment, and possibly values – but not on “value” as in my personal value and self-worth.

    But our brains don’t wait for that memo. The brain takes the signal from the external environment and translates it, super fast, into a self-claim (maybe I’m not as smart as I think I am, not as ‘valuable’ as I thought) before you’ve had a chance to weigh in.

    I’ve been wrestling this one for months – who am I if I don’t have a “fancy title” or role description or current exciting, complex, difficult project or Fortune 500 company name to say when I introduce myself?

    Turns out… I’m still me. Same kick-ass stories, same skills, same sass. And when I talk to people without all of that other stuff they still lean in to listen to me. Even as “just Shans.”

    Lesson 4: Busy is the enemy.

    I want to put a big star here because this one is huge: busy is just busy. It doesn’t mean you are actually more productive, “moving the needle” toward anything of value, and all it does is make you “feel” better – for a minute.

    I have this insatiable drive to “feel” like I am getting something “productive” done every day. If I don’t, a little alarm goes off and a little anxiety sets in.

    I’ve had to sit and look at it. Really, really look it to understand why. Who is it serving? Who am I performing for? What is it getting me? Is it getting me closer to my goals?

    Or am I just moving papers around creating an illusion for my brain.

    Here’s what I’ve finally realized… “busy” is a bottoms-up brain stimulus-chasing brain function. It’s chasing a dopamine rush of feel good.

    And it’s noise.

    It’s manufacturing the feeling of doing something meaningful so I don’t have to sit still.

    Personally, 6 months after release, I’m paying myself to build something new and shed what no longer fits. I recognize that I’ve had the luxury of not sprinting to the next company or role the second the last one ended.

    But my nervous system keeps trying to spend that luxury on being “busy” anyway. Partly out of pure habit, partly out of what I now have learned is a brain-wiring difference. Three months into this detox when I couldn’t focus I got some help and learned I have an ADHD brain – and a lot of my past experiences now make a whole lot more sense.

    Busy is how I’d get the dopamine hit handed to me on a schedule.

    Including why I’ve chased so many shiny things for so long.

    Detoxing from “busy” is harder than actually detoxing from the job title, the work, the structure, or the identity.

    Lesson 5: If we don’t pause in the gap between an event happening to us to choose our path, reflex will choose for us on an autopilot default.

    The day I left Accenture, I felt 100 pounds lighter. Literally, the night I dropped off my laptop I felt pretty good. But the next morning when I woke up without any of the expectations, I felt so light.

    And I think that when someone capable, competent and committed feels lighter walking away from something – either by choice or if it’s chosen for them – that’s information about the misalignment in th conditions.

    I don’t say this with any bitterness toward the work, the organization, or the people. I say it as a pause.

    The consulting world raised me and I’m a consultant in my soul.

    I learned to be a consultant in the late 1900s (ha!), back when Joyce Doria, a Booz Allen partner and a student of Albert Bandura, father of social learning theory (one of my idols), might send you home if she decided you, as a woman, weren’t dressed appropriately to represent women correctly in the workplace. (FYI: My office was 3 doors down from Joyce…every morning was a really stressful walk past her office.)

    It wasn’t unheard of to work 16 or 18-hour days in a conference room racing a deliverable into a FedEx envelope – this was pre “sending it” digitally to a client.

    I’ve seen big shifts from my first gig training National guardsmen on how to bring in business to community Internet cafe’s at National Guard facilities in the early 2000s to today. The industry has asked a lot, and it gave a lot. I’ve learned to lead, to really problem-solve, and to dig for more when I was sure my tank was empty.

    AI is disrupting and rewriting all of it. And underneath the disruption there’s a quiet question the whole industry is asking its people… “did you do enough? Are you doing enough? Can you be replaced by a computer program”

    Which is being quietly translated through a productivity lens of “am I enough”

    But watch what the brain does with that. It takes “did you do enough”, and before you can weigh in, it translates it into “am I enough” – basically do I have enough value and worth.

    It’s a fundamental threat to the human psyche. Am I, a human being enough. Am I so easy to replace. What is my meaning?

    When we get down to it. That is the question.

    Who am I if I don’t have this?

    That translation is the whole game. It happens in a gap so small you don’t see it.

    The same gap where I was released and my nervous system reached for a reason and passed a verdict that the reason was “me” (to quote Taylor Swift – “Hey, hi, I’m the problem it’s me”)

    That’s also the same gap where the choice lives.

    You don’t choose the signal. Or even see the signal. But you can see the translation before it hardens into a self-claim, and pick the response.

    Catching the handoff from “did you do enough” to “am I enough” and refusing the trade by answering the question “yes I did enough. yes. I am enough”

    That’s what I’m building a space for.

    Taking my years of experience translating brain + behavior + social psychology for organizations to help people like me – Recovering Type A+ Overachievers shed cognitive load and high-functioning exhaustion picked up from rooms signaling expectations they’ve mistakenly owned as their own voice and get back on their own priority list.

    Six months out, I’m finally hearing the difference in the voice (ok – reality check, I’m getting quicker)

    If you’re a Type A+ overachiever…or just experiencing high-functioning exhaustion from those invisible “shoulds”… I see you.

    Stick around for the journey. I’m building this for us.

    Next Steps

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    References

    Burns, D. D. (1980). Feeling good: The new mood therapy. William Morrow.

    Horney, K. (1950). Neurosis and human growth: The struggle toward self-realization. W. W. Norton.


    Frequently Asked Questions

    Why do corporate layoffs feel like a personal failure even when they are financial decisions?

    Service-based corporate layoffs are fundamentally impersonal financial calculations 0 evaluating talent as billable inventory, utilization rates, and profit margins. However, because Western culture tightly couples professional titles and productivity with personal identity, the brain automatically translates a structural, spreadsheet-driven decision into a personal verdict of being “not enough.”

    How does chronic “busy-ness” act as a neurochemical coping mechanism?

    Constant busyness triggers a bottom-up brain response that delivers quick dopamine hits, creating the illusion of meaningful progress and productivity. For high-achievers (and particularly neurodivergent individuals), staying continuously occupied acts as a functional distraction from anxiety, helping perform competence rather than addressing underlying cognitive exhaustion.

    What are workplace “invisible rules” and why do they cause burnout?

    Invisible rules are unwritten cultural expectations – such as remaining perpetually reachable, over-committing, or treating packed calendars as status symbols – absorbed to survive inside a specific organization. High-functioning exhaustion occurs when you mistake these temporary survival tactics for permanent personal standards and continue carrying them outside that corporate environment.