The promotion that made sense and felt wrong.

Have you ever found yourself in a position you worked hard to achieve, only to feel unfulfilled?

Aukje, a composite character based on several leaders I've coached, found herself in exactly that situation. At 37, she had just reached the directorship of a respected fintech company.

In our first session, she sat across from me in a coffee shop:

"I sometimes get so tired of myself! I've finally achieved everything I was striving for, and I feel rubbish!" she said, tearing up the coaster on which her ginger tea had rested a few minutes ago.

"A good work-life balance, excellent salary, lovely colleagues. My family and friends are all so proud. And I'm sitting here with a knot in my stomach."

"Does that knot know something you don't yet?" I asked.

"This isn't going to be it, is it?" Aukje sighed.

"What isn't going to be it?"

"This. Everything I've worked so hard for. What everyone is proud of."

"I notice you didn't mention yourself."

A long silence. "No. I didn't, did I?"

By our fifth session, Aukje was gaining clarity. Although initially she had been concerned that the knot in her stomach meant she wasn’t up to the task, upon reflection she realised that wasn’t the case. Indeed, she had carried much of the director role already in her previous position. Ironically, her new role wouldn't bring the growth she sought nor the energy she had experienced previously when working with small, agile teams.

"I can't just step away—it would be irresponsible" Aukje said. "However, not taking action is also irresponsible as this situation is not sustainable."

"You've used 'irresponsible' three times now," I observed. "What would more responsible look like?"

She stared at me, then slowly smiled. "Something that takes my needs into account more."

"How might that insight create opportunity for everyone?" I asked.

Aukje's smile widened. "Let me think about that."

By our final session, Aukje's paradigm for success had shifted from external validation to an integrated view of what success meant to her.

This gave her the confidence to propose and navigate the launch of a strategic spin-out—maintaining her seniority while building something new.

We caught up later that year.

"I had such a good conversation with the chairman," Aukje said. "One thing she told me I'll carry with me:

'Some people want to be someone, Aukje. Others want to do things that matter. We're very lucky you're the latter.'"

When did your intuition push you towards a better future?