As a Career Coach, I advise my clients on many principles. However, there is one truth that has become clearer over the years. At the senior-level, the game changes dramatically. It is no longer about working hard and doing more. It is about moving an operator to an authority. This may not sound like a big deal when you read that, but it is a layered, complex principle. Moving from an operator to an authority doesn’t just require a new strategy for your career- it also requires a mindset shift. It is in the mindset shift that many professionals get trapped- and that causes the strategy to fail. This is particularly difficult for public sector professionals because no one teaches this.

The Career Trap

The career trap that everyone faces is that we are taught to constantly hustle and do more. However, doing more doesn’t mean recognition, promotions, and raises. Doing more at this level oftentimes leads to burnout and frustration because a professional hasn’t shifted strategies or their mindset. Early on your career, many tend to be reactive to what occurs- a layoff, stalled growth, boredom, an opportunity for a new challenge or to prove yourself. We tend to work more and more and take on more projects and stretch ourselves- all in the name of proving ourselves, our work ethic, and the fact that we get results.

But once you reach the senior-level that no longer works. You feel like you are no longer being seen or valued. Many oftentimes get frustrated and start looking for new roles for a better organizational fit. I am not saying that this is always wrong. However, organizational fit is not always the issue- it is the fact that we haven’t changed the way we are driving our careers. Instead, it leads to feelings of frustration and lack of appreciation.

In the public sector, professionals are oftentimes promoted based on execution. However, senior-level roles require influence, visibility, and narrative control.

Making the Strategy and Mindset Shift

I find that when professionals are taught to execute, they do not always consider the results or the impact of their work. The results and the impact that it has it very important at the senior level because these roles require influence, visibility and narrative control. What does this mean?

It means that when in a position of leadership, it is important for authority to be translated into action. This enables leaders to motivate, persuade, and gain buy-in for important initiatives. This is particularly important in government because the public also needs to be motivated, persuaded, and provide buy-in. Influence also builds trust, drives organizational change, improves team performance, and fosters a collaborative culture, which allows leaders to achieve goals without relying solely on formal, top-down power.

It also enables strategic execution, creates a positive culture, and facilitates decision-making.

Visibility is critical for leaders to boost credibility, build trust, and drive organizational culture. Leaders can reduce uncertainty, foster connection with staff, and demonstrate their expertise by being present and communicating transparently.

Visibility allows leaders to influence industry conversations, attract top talent, and align with stakeholder values. It also ensures that a leader’s work, expertise, and contribution to strategic goals are recognized, amplifying competence rather than just behind-the-scenes work. When leaders are visible, employees feel motivated, supported, and connected to the company mission, which boosts retention.

Visibility is crucial in the public sector because it is part of building a recognizable leadership brand- both internally and externally. This brand will help leaders earn trust in a time when public trust and confidence in government officials and public sector leaders is very low.

Narrative control in leadership and senior-level management is critical for building trust and shaping organizational culture. It allows leaders to align stakeholders, maintain reputation, and effectively navigate change by creating a cohesive, shared understanding of events. Proactive narrative management prevents stakeholders from defining the story themselves.