power of intention Archives

Are you in a place in your career where everything appears to be working and yet something no longer feels quite right? You are still delivering, meeting expectations, and seen as successful. But underneath the surface, is there a quieter, nagging sense that the role you are in was built for a version of you that no longer quite exists?

The challenge is that, at senior levels, acting on that instinct is rarely straightforward. Along with the emotional considerations of how much the work is part of your identity, the financial rewards of deferred compensation, unvested equity, or a bonus, makes leaving feel economically irrational. Add the real question of whether the next place will offer the same flexibility, hard-won political capital, or connections with colleagues, and staying starts to look less like a choice and more like the only sensible option.

But there is a difference between a deliberate decision to stay and a slow drift into stasis. Recognizing which one is happening is the key to shaping your next chapter with intention.

What Is Your Relationship With Your Work?

Before asking whether you should make a change, it is worth asking something more fundamental: what is your relationship with your work?

Organizational psychologist Amy Wrzesniewski’s research is the most prolific on this topic and suggests that most professionals relate to their work in one of three ways, regardless of role or seniority:

As a job: the focus is on the financial reward and what it enables outside of work.
As a career: the focus is on advancement, achievement, and status.
As a calling: the work feels tied to identity and purpose, something you would do even without external rewards.

The important insight is that these orientations are not fixed, they shift. A role that once felt like a calling can slide into becoming a career, and then, over time, a job. The external circumstances may remain unchanged with the same title and responsibilities, but your internal relationship to the work evolves. Recognizing which of those dynamics is at play is what allows you to move from drift back into intention.

A calling perhaps cannot be applied to everything, but a career that allows some elements of calling along with autonomy can often lead to job crafting, a term that captures the active changes employees make to their own job and task design. This can bring about numerous positive outcomes, including engagement, job satisfaction, resilience, and thriving.

Where Are You Right Now?

Once you have a sense that something has shifted, it is worth getting more specific.

Herminia Ibarra’s book “Act Like a Leader, Think Like a Leader” offers a self-assessment that remains relevant today. By taking the ten-question long quiz, you can quickly assess if you are still experiencing growth, if you are ready to make a change, or even if you are already in transition in your career.

The Outsight Problem

At the heart of Ibarra’s work is a shift in how we think about change: clarity about what comes next rarely comes from thinking alone. It comes from action.

You do not think your way into a new chapter. You act your way into it and in doing so, begin to see yourself differently.

For senior professionals, there is a structural challenge. The longer you have been in one place, the more fixed both your reputation and your internal narrative can become. Others have a clear idea of who you are and what you are capable of and over time, that can begin to shape your own sense of what is possible.

Outsight requires deliberate disruption of that pattern:

A board role in an adjacent sector
A speaking opportunity in an unfamiliar room
A mentoring relationship that goes both ways
A project outside your formal scope

While strategic networking can be another part of the picture, these are best understood as experiments, ways of stepping outside your current context to see what else might fit.

This is also where the current wave of AI disruption becomes relevant. The professionals navigating it best are not those defending their existing expertise most aggressively. They are the ones who got curious early and who used the moment to explore adjacent capabilities and reposition before it became necessary.

A Note on the Financial Aspect of Staying

While it is important to consider the emotional calculus of whether it makes sense, from a fulfillment and meaning perspective, to stay or leave a role, it is equally important to directly assess the financial impact.

The “golden handcuffs” of deferred compensation, unvested equity, and year-end bonuses can create a powerful incentive to stay. But there is no way to make a fair assessment without running the actual numbers. Look at the net, not the headline figure. Consider the real timeline. Then weigh that against what you may be trading in terms of energy, momentum, and optionality.

Sometimes the math supports staying. But there is no way to know without a rigorous evaluation.

This is not a critique of how compensation is structured. It is simply the reality of incentive design. Managing a career well requires understanding those incentives clearly and deciding consciously whether they are worth the trade-offs.

Starting Before You Are Ready

Waiting until you know exactly what you want is one of the most reliable ways to ensure you stay exactly where you are.

The leaders who navigate transitions well tend to begin earlier than they think they need to. They start conversations, explore adjacent work, and build visibility outside their immediate context before they are formally “in the market.” Not because they are being overly strategic, but because they took the initial discomfort seriously.

These are not questions that tend to resolve neatly in the everyday pace of work. They require space to step back from delivery and look more clearly at what is shifting underneath it.

For those who are navigating this kind of inflection point, Evolved People Coaching, the executive coaching arm of The Glasshammer, offers a space to work through these questions in a more structured way. Coaching creates the opportunity to step back from day-to-day demands, clarify what is shifting in your relationship to work, and test assumptions about what comes next.

If you are ready to explore what a more intentional next chapter could look like, BOOK HERE for a complimentary exploratory conversation.

Gloria Feldt, Co-Founder & President of Take The Lead, shares on the life-changing power of intentioning for women, as revealed in her newest book.

On a spectacular Arizona day in late January, 2020, when you can be lulled into thinking all’s right with the world, I was hiking with a friend. Then boom! I tripped on an unseen pebble, put my hand out to catch myself and knew immediately from the snap and the pain that I had broken my wrist. The first broken bone I’d ever had.

It’s never the mountains that trip you up. It’s the pebbles on the path.

Within 6 weeks, as everything shut down because the whole world had been tripped up by coronavirus, I realized I should have seen it as an omen. The year of broken bones I called it. Broken almost everything. More like two years now. And when will it stop?

We’ve all been through a difficult time of so much loss and grief.

The pandemic tripped us up. Ground us to a halt. Changed so much about how we see the world and each other. Maybe it changed how you envision your career and life from now on.

So there’s no better time to answer the question that prompted me to write my book, Intentioning: Sex, Power, Pandemics, and How Women Will Take The Lead for (Everyone’s) Good. This is without a doubt the #1 question you need to answer to be in the driver’s seat for the rest of your life, not the backseat wondering where life is going to take you next.

Your power TO WHAT?

What does that mean? Here’s the backstory.

I started writing Intentioning well before Covid-19 reared its ugly head. I interviewed over a dozen women whose stories form the basis for a new set of Leadership Intentioning tools to build on the 9 Leadership Power Tools in my last book, No Excuses: 9 Ways Women Can Change How We Think About Power.

In No Excuses, I explored women’s culturally learned relationships with power. I realized ambivalence about power was a key to why women hadn’t reached parity in leadership of any sector despite all we’d done to open doors and change laws. So much female potential was not being realized.

We needed a different idea about power than the oppressive narrative of history that’s based in fighting and wars and the assumption of scarce resources. By shifting the paradigm to the expansive, creative, generative, abundant idea of power TO, women’s would say, “I want that kind of power.”

Now, after a decade of teaching and coaching women how to embrace their power on their own terms, I realized the necessary next step is to ask, “the power TO WHAT? How am I going to use my power once I know I have it?”

Your answer will enable you to clarify your intentions.

Identifying and getting what you want out of life can seem like a daunting task, even more right now, when you may be uncertain about whether you’ll be working from home, whether your children will be safe, and if your job will exist at all. And it isn’t automatic that a woman will want to walk through an open door or even see it as a possibility. She may feel ignored or not respected, exhausted from experiencing microaggressions. She may fear she’ll be passed over for a promotion at work, that it’s too late to start over when her profession or company changes, or that for whatever reason she’s not good enough.

This doesn’t have to be how you live your life and I don’t want it to be that way for you.

Yes, the COVID-19 pandemic and another pandemic of belatedly acknowledged racial injustice created huge disruptions in every part of our economy and social structures.

But that is, or can become, a good thing.

We are in a season of disruption. We are in a season of rebirth. The two have much in common.

Disruptions of this magnitude are the best opportunity we will ever have to make long needed structural changes. Because when the world is in chaos, people and organizations have to think differently to survive. Ideas that wouldn’t have been considered previously become solutions.

So here’s a quick overview of the 9 Leadership Intentioning Tools that will enable you to achieve your goals once you answer that #1 question for yourself:

The Self-Definitional Leadership Intentioning Tools

Uncover Yourself – what sets you apart is what gets you ahead, and the keys to your best future are already in your hands
Dream Up – if your dreams don’t scare you, they’re not big enough.
Believe in the Infinite Pie – when we use our power to build rather than rule over others, we learn that the more there is for everyone, the more there is to go around.

The Counterintuitive Leadership Intentioning Tools

Modulate Confidence – self-doubt can have a positive value.
Strike Your Own Damn Balance (and love your stress) – you get to choose what matters to you and reject the rest.
Build Social Capital – relationships are everything and will ultimately help you as much as educational qualifications or work experience.

The Systems Change Leadership Intentioning Tools

Be “Unreasonable” – sometimes you have to break the rules and invent new ones to get where you want to go.
Unpack Implicit Bias and Turn Its Effects on Its Head – you can make its effects your superpowers.
Clang Your Symbols – they create meaning, which brings others into the story, the most essential function of leadership.

I wish you great intentioning.

Bio: Gloria Feldt is the Co-Founder & President of Take The Lead: Breakthrough diversity and women’s leadership solutions for individuals and companies, and author of Intentioning: Sex, Power, Pandemics, and How Women Will Take The Lead for (Everyone’s) Good. On her website, you can get her free workbook that accompanies the book and will help you answer your #1 question, get the most from these tools, and make a plan to achieve your highest and best intentions.

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