Professional rebranding as a strategic executive leader

JAMES wanted to reach the senior VP level, but feedback was clear. He was viewed as an excellent working manager, but not as a leader of leaders. His identity as the expert got him only so far, and now it was the very thing limiting his advancement.

- KELLI THOMPSON

Performance limits

James was a recognised expert at his medical tech firm — one of its first employees and instrumental in building its core software platform. Over 16 years, his deep expertise and calm problem-solving skills earned him the role of vice president of technology. Known for his composure in crisis and passion for learning, James was admired for his reliability, humility and ability to “sit with messy problems” until real solutions emerged.

He always “showed up” and could be counted on to fix what was broken. However, this exact reputation was beginning to hold him back. Because he was so competent and quick to step in, James stayed in the weeds; solving issues rather than shaping future vision. Despite his VP title, his role remained execution-heavy.

James's story is a familiar one. Being too good at your job can trap you in it-so much so that you end up asking the same frustrating question: “If I’m so good at my job, why am I not getting promoted?”

Professionals facing this career-limiting obstacle need to actively challenge the perception that they are “too reliable to be promoted”. Here are four tactics that can rebrand your professional image from dependable doer to strategic leader.

Shift to influence