The leadership challenge
Sekar was a Senior Director of Products at a CRM product company. He was performing well and wanted to move into a VP of Products role.
He described difficulty persuading C-suite executives and a tendency to push people hard toward larger goals. He knew there were areas to develop and wanted clarity on where to begin.
The inner shift
Over twelve weeks of working together, Sekar described recognizing the fear, doubt, anxiety and imposter syndrome shaping his experience.
A central realization was how much the outside world had been defining his identity. As he began defining himself from within, his sense of what was possible expanded.
He described developing a “to-be list” alongside his to-do list: clarity about the leader he wanted to become, his purpose and the legacy he wanted to leave.
“I have fundamentally recreated a new version, like 2.0, of me.”
The result Sekar reported
Sekar persuaded the executives to create a new function for him. He took on a new charter at the company, with a changed title.
His original goal was a VP role. The outcome he described was a newly created function and broader leadership scope.
“I was fortunate to persuade the executives to create a new function for me, which is much more transformative than just going for a simple promotion.”
A question for your own leadership
Who are you ready to become, and what contribution could that version of you create?
If you are ready to explore the identity behind your next chapter, explore EPIC Leader Advisory™.
This is one client's reported experience. Outcomes depend on individual circumstances.