When Competent Leaders Become Stuck: The Mindset Barrier in Executive Career Transition

Career disruption is often framed as a practical challenge. Update the CV. Refine LinkedIn. Activate the network. Practise interview narratives.

These steps are necessary.

Yet in real transition work, something else appears far more frequently.

A leader may have a strong track record, a clear value proposition, and a well-considered strategy, yet still struggle to gain traction.

Not because they lack capability. But because something internal has shifted.

When the internal narrative no longer aligns with the future someone is attempting to create, the practical work becomes heavier, slower, and emotionally costly.

This is not a personal failing. It is a predictable human response to disruption.

Why career disruption often feels more destabilising than expected

Job loss or prolonged uncertainty is not simply a change in income. It disrupts identity, structure, belonging, and perceived status.

For many senior leaders, work has never been merely transactional. It has been a source of meaning, influence, and contribution.

When this is suddenly removed or destabilised, individuals commonly experience:

• Loss of confidence that feels unfamiliar

• Second-guessing decisions that were previously instinctive

• A reduction in executive presence

• A subtle withdrawal from visibility

• A growing sense of disconnection from former clarity

  
  

Many leaders articulate this experience in language such as:

“I know my track record, but my confidence is not where it used to be.”

“I am second-guessing decisions I would normally make instinctively.”

“I feel as though I have lost some of my executive presence.”

This is not a weakness. It is a psychological response to disruption.

This matters because mental state and career behaviour are deeply interconnected.

When confidence wavers and internal stability erodes, individuals often become more cautious, more avoidant, and less consistent in their actions. This does not reflect a lack of effort, but rather a depletion of psychological resources.

Externally, the individual still appears capable. Internally, self-trust has been destabilised.

The mindset factor that predicts persistence in transition

One of the most established concepts within organisational psychology is self-efficacy.

Put simply, this refers to the belief that one’s actions can influence outcomes. In the context of career transition, this belief is critical.

When individuals maintain a sense of agency, they tend to:

• Remain visible

• Persist with networking

• Adjust strategy rather than abandon it

• Present themselves with conviction in conversations and interviews

When self-belief erodes, the opposite pattern often emerges:

• Outreach becomes inconsistent

• Applications are delayed

• Visibility is avoided

• Individuals under-position themselves

• Silence is interpreted as personal failure

This is why mindset is not a peripheral issue in executive transition. It is a performance variable.

Why high performers are often most affected

One of the paradoxes of career transition is that highly competent leaders often experience its impact most intensely.

Not because they are fragile, but because:

• Their identity is closely tied to competence and contribution

• Their standards are high

• They are accustomed to decisiveness and control

• They reflect deeply on feedback and outcomes

• They carry a strong sense of responsibility

These traits are strengths in leadership.

During disruption, however, they can also contribute to:

• Harsh self-criticism

• Over-analysis rather than action

• Avoidance of visible risk, such as networking or pursuing stretch roles

• A gradual erosion of confidence despite clear evidence of capability

The result is an internal mismatch. Externally accomplished. Internally uncertain.

When such a mismatch exists, even a well-designed strategy becomes difficult to execute.

How to recognise when mindset is the real obstacle

Many capable leaders recognise themselves in experiences such as these:

• You understand your value intellectually, but struggle to communicate it with conviction

• You delay outreach because you do not yet feel fully ready

• Rejection feels disproportionately personal

• You avoid visibility to minimise emotional exposure

• You begin to consider roles below your level

• You feel flat, foggy, or disconnected from your usual drive

• You are taking the “right” actions without momentum

These are not tactical problems. They are internal alignment challenges.

They are also addressable.

Where to begin: rebuilding internal stability alongside strategy

Mindset work is not about forced optimism. It is about restoring self-trust so that action becomes consistent and grounded.

Three starting points I often use with leaders include:

1. Separate the event from the interpretation

Write down what objectively occurred. Then write down what you are telling yourself it means. Most individuals discover that their internal narrative is significantly harsher than the facts justify.

2. Rebuild confidence through evidence, not affirmation

Confidence develops through action. Small, consistent behaviours are more powerful than large plans:

• A handful of intentional outreach messages each week

• A focused conversation with a former colleague

• A carefully targeted application rather than multiple generic ones

Consistency restores agency.

3. Create a structured response to rejection

Without structure, rejection can erode identity. With structure, it becomes data. Reflect briefly, extract learning, define the next step, then move forward.

Why this sits at the core of Executive Growth Accelerator™

This is precisely why mindset is not an optional component of the Executive Growth Accelerator™. It is foundational.

Too many capable leaders attempt to solve a psychological transition using only tactical tools.

For this reason, the work deliberately includes:

• Rebuilding identity stability following disruption

• Strengthening self-efficacy and internal agency

• Reducing perfectionism-driven avoidance

• Supporting executive presence under uncertainty

• Establishing sustainable rhythms during periods of depletion

  
  

Only once this internal foundation is stabilised does the work fully extend into strategy: positioning, communication, visibility, interview performance, and negotiation.

When the internal anchor is strong, external execution changes:

• Communication becomes clearer

• Presence becomes stronger

• Decisions become more grounded

• Leaders aim at the level they genuinely belong

• Influence increases without force

If you are navigating a transition and this feels familiar

If you are a senior leader or high performer in transition and privately finding the experience harder than expected, this is not unusual.

Career disruption can unsettle highly capable individuals. Not because they lack talent. But because their standards are high and their identity is deeply invested in contribution.

The work is not to “think positively”.

The work is to rebuild self-trust, restore agency, and align the internal narrative with the future you are seeking to create.

For many competent leaders, the true obstacle is not the CV. It is the internal story beneath it.

If this resonates

If you are a senior leader or high performer navigating transition, and this article reflects your experience, you do not have to work through this alone.

The Executive Growth Accelerator™ is designed for leaders who want a structured, psychologically informed approach to career transition. It integrates mindset work, clarity, executive positioning, and career strategy into a coherent, high-calibre process.

You can learn more about the programme here: For Executives | Consult For Growth