"I’ve burned out trying to repackage myself in leadership roles when an exec wanted someone just like them." -- This is far too common—and something I’ve experienced as well. I burned out trying to repackage myself into what a leader wanted, just to match their version of what ‘good’ looked like. The most valuable (and hardest) lesson I’ve learned is that the best way to prevent burnout is to stay true to who you are. It’s not always easy—especially when someone else’s idea of ‘fit’ feels like the only way —but in the long run, authenticity is the most strategic advantage you have.
Thank you for reply. Your thoughts add such a valuable perspective to the importance of authenticity in leadership. Totally agree - authenticity isn't just about wellbeing. Being able to be authentic serves as our most strategic professional advantage.
"I’ve burned out trying to repackage myself in leadership roles when an exec wanted someone just like them." -- This is far too common—and something I’ve experienced as well. I burned out trying to repackage myself into what a leader wanted, just to match their version of what ‘good’ looked like. The most valuable (and hardest) lesson I’ve learned is that the best way to prevent burnout is to stay true to who you are. It’s not always easy—especially when someone else’s idea of ‘fit’ feels like the only way —but in the long run, authenticity is the most strategic advantage you have.
Thank you for reply. Your thoughts add such a valuable perspective to the importance of authenticity in leadership. Totally agree - authenticity isn't just about wellbeing. Being able to be authentic serves as our most strategic professional advantage.