Congratulations! So, you’ve earned a reputation for delivering results. You know your business, solve difficult problems, and people rely on your judgment.

But then comes a bigger role and a different set of expectations.

Moving from director to vice president often means taking responsibility beyond your team. It can also mean reconsidering what makes you feel valuable as a leader.

I recently coached a client I’ll call Carrie to protect her confidentiality. A director at a consulting firm, she was preparing for partnership.

Carrie excelled at project delivery. She met milestones, and clients loved her work. Her next challenge was to demonstrate influence and negotiation skills with senior leaders.

The opportunity came when she joined a resourcing call with partners she barely knew. Several engagements were competing for the same people. Previously, her leader would have represented her project; now Carrie had to make the case herself.

She secured two of the four people she requested. However, the partners allocated the remaining capacity to a higher-priority engagement.

Carrie was disappointed. “I’m used to hitting my milestones, and it feels like I didn’t hit a home run,” she explained, concerned about the pressure on her team.

Our coaching conversation opened a different question: What would success look like when her responsibility extended beyond delivering her own project?

That question points to three shifts worth exploring.

1. Widen your definition of success.

Your team’s priorities still matter. At a more senior level, you also need to understand competing demands across the organization.

Korn Ferry research published in 2022, drawing on assessments and interviews with 2,218 senior leaders, found that 14% met its definition of an “Enterprise Leader.” Its framework emphasizes leading across organizational boundaries while delivering results and preparing for change. Korn Ferry, 2022

For Carrie, this meant considering how her engagement fitted into the firm’s broader priorities while continuing to advocate for realistic delivery expectations.

2. Make alignment part of your work.

A bigger title doesn’t automatically create shared understanding.

In its Workforce 2025 research, based on a survey of more than 15,000 professionals worldwide, Korn Ferry reported that 43% of employees said their leaders weren’t aligned. Korn Ferry, 2025

Leaders need to clarify priorities, explain decisions, and address competing expectations before their teams are left to resolve them.

For Carrie, the next conversation could explore what the staffing decision meant for scope, timelines, and commitments to the client.

Ask yourself: Where might our employees be receiving conflicting messages from us?

3. Make room for others to lead and notice how that feels.

Delegating can be uncomfortable when being the person with the answer has been central to your success.

After a promotion, I struggled to release work I had always handled myself, from checking board presentations to validating supporting data. I trusted my own standards and knew I could complete familiar tasks quickly.

But I needed to “let go to let others grow.”

Giving an emerging leader ownership created space for both of us to develop. They eventually stepped into my role with a thorough understanding of the quarterly process, supporting a smooth succession.

Ask yourself: What am I holding onto that others may have an opportunity to own?

Development deserves a plan, too.

Russell Reynolds Associates’ H1 2026 Global Leadership Monitor found that 86% of next-generation leaders wanted greater responsibility within two to three years, but only 29% believed their organization would meet their career aspirations and provide a clear path to a larger role. Russell Reynolds Associates, 2026

Ambition deserves a conversation about preparation: the experiences, feedback, relationships, and support needed to grow.

So, before adding more to your calendar, consider:

What does this role need from me, and what do I need to release to make space for it?

Coaching with me offers you a space to explore these questions, acknowledge the uncertainty that accompanies growth, and turn reflection into practical changes.