THE MIDLIFE PIVOT: Redefining Ambition in the Second Act

I worked at the local newspaper in my 20s and 30s, and was hungry to make progress in my career. I wanted the office, the title, and the nameplate on the door that would surely tell me I had ‘arrived.’ When I finally got a hard-fought promotion and found myself in that crappy little clapboard office in the middle of the advertising department, I had sphincter-shifting moment of clarity: Was this what I had been working so long and hard for? This office with no window and no purpose? How could all of my striving, motivation, blood, sweat, and tears really have been about this?!

Years later, in my executive coaching work with leaders, I’ve heard similar stories from clients describing their moments of clarity: when the goals that once excited them no longer light them up. The visible symbols of success are still there of course, but for them, something feels off. The motivation that once fueled them now struggles to spark.

They’re not in crisis. They’re not even unhappy. They’re just… restless. In the spaces between deadlines and deliverables, a question begins to echo: Is this it?

If that sounds familiar, you’re not alone. More and more leaders are confronting what I call the midlife awareness pivot; the moment we realize that our ambition has changed its shape.

 

THE MYTH OF LINEAR SUCCESS

For most of our careers, we’re taught to think of success as a straight line: more responsibility, bigger budgets, progressive titles and offices on higher floors. It’s a climb, and each rung on the ladder is supposed to bring more satisfaction.

Except that often, it doesn’t.

I've worked with executive coaching clients at the mid-points of their careers, who had achieved what they set out to do, but who were feeling oddly disengaged. This often surprised or embarrassed them. Their resumes were impressive, but the goals that used to light them up didn't inspire them anymore. Their energy felt depleted, and they maintained some momentum because stopping felt dangerous.

If you can relate, know this: it isn’t a failure or a flaw; it’s evolution. You’ve simply outgrown your previous version of 'ambition'.

Economists David Blanchflower and Andrew Oswald (2008, Social Science & Medicine) documented what’s now called the U-shaped curve of happiness: career and life satisfaction tend to dip in midlife, not because we’ve done something wrong, but because our definition of fulfilment is catching up with who we’ve become. Harvard’s long-running Grant Study echoes this, showing that satisfaction tends to rebound later in life when people align work and purpose.

In other words: the problem isn’t the ladder. It’s that we’ve been climbing it without asking whether it’s still leaning against the right wall.

 

THE REAL ISSUE ISN’T BURNOUT, IT’S MEANING DEBT

Burnout is about exhaustion. But the emptiness we experience due to the erosion of purpose is what I call 'meaning debt': chasing goals without reflecting on what really matters to us.

Many leaders in their forties and fifties tell me they’re “fine.” Their teams perform, their calendars are full, and they keep checking the boxes. But inside, they feel an undercurrent of disconnection, like they’re performing competence instead of experiencing it.

That’s meaning debt. It builds up slowly over years of pursuing the next thing without asking why. The debt comes due when that next thing no longer satisfies.

One client put it beautifully: “I keep running faster toward goals that aren’t even mine anymore.”

The good news? Meaning debt can be repaid. And not through more exhaustive effort; but through reflection.

 

THE IDENTITY RECKONING

The midlife awareness pivot isn’t really a career crisis; it’s an identity recalibration. The traits that once made you successful, like drive, control, perfectionism, can eventually become the very things that hold you back. The identity you built to succeed in your thirties may no longer fit the person you’re becoming in your fifties.

It’s a bit like wearing a tailored suit from ten years ago: nice quality material, but a little too tight in all the wrong places. This is where the work of coaching becomes powerful. We peel back the professional persona to rediscover who’s underneath it. I often ask clients a simple but powerful question:

“Who are you, when you’re not performing the role of leader?”

That’s where they begin reconnecting to their -ness; the unique essence that makes them who they are, beyond their title or achievements.

 

REIMAGINING AMBITION

Ambition doesn’t disappear in midlife; it transforms. Early ambition is about proving ourselves. Mature ambition is about expressing ourselves. It moves from upward to inward, from climbing to contributing. This doesn’t mean giving up drive or downsizing dreams. It means aligning them with what actually matters now.

Some of my clients channel their experience into mentoring or teaching. Others pursue roles that focus on purpose-driven impact instead of prestige. A few take creative or entrepreneurial leaps they’d shelved for years. Their common thread? They’re no longer chasing validation. They’re pursuing vitality.

And the irony is that once they stop performing ambition, they become more inspiring than ever.

 

HOW COACHING HELPS LEADERS NAVIGATE THE PIVOT

The hardest part of the midlife awareness pivot is that you can’t think your way out of it; you have to feel your way through. That’s where executive coaching helps. Together, we slow the internal noise long enough to surface what’s truly shifting underneath. We unpack the tension between old success patterns and core values. We design small, practical experiments to explore what “the next chapter” might feel like before committing to larger changes.

Research supports this process. The International Coaching Federation (2023) reports that 80% of coaching clients experience improved self-confidence and 73% report better relationships. Harvard Business Review and McKinsey have both highlighted coaching as a key driver of leadership adaptability and purpose alignment at senior levels.

This isn’t about tearing down what you’ve built. It’s about renovating it to fit who you’ve become.

 

YOUR COACHING CHALLENGE: “WRITE YOUR FUTURE BIO”

If you’re feeling the restlessness of a midlife awareness pivot, try this:

  1. Imagine it’s five years from now. You’ve made the decisions that align with your truest self; your most important values; your authentic purpose.

  2. Now write the opening paragraph of your professional bio as if it were already true.
    What are you known for? What are you proud of? What have you stopped doing?

  3. Read it back slowly. Notice what lights you up as you speak it. That’s where the spark of your next ambition lives.

The midlife awareness pivot isn’t the end of ambition. It’s the moment it becomes yours again.

 

If you’re standing at your own crossroads and ready to explore what’s next, reach out for a free exploratory Executive Coaching conversation at www.leslierohonczy.com.

THE DOWNSIDE OF RESILIENCE: When to Call ‘Uncle’ and Move On

We celebrate resilience like it’s an Olympic sport. 'Bouncing back', 'pushing through', and 'grinding away' all sound noble, but at some point, determination turns into stubbornness, and perseverance starts to work against us.

Leaders are often praised for their ability to endure the tough stuff (and we're all dealing with some really tough stuff these days, aren't we?) But the longer we’re rewarded for holding the line, the harder it becomes to recognise when the line has moved.

 

A STORY FROM THE COACHING ROOM

I was fortunate to work with a Director a few years ago who was leading her team through a bold (read: complex and unpopular) transformation mandate. For months, she pushed herself and her people relentlessly to get on board with the process and mindset shifts needed to make it work. When some of her peers showed signs of resistance or slowing down, she dug in even harder. As the organizational changes took shape, she was in the thick of merging teams and shifting headcount, as her span of control broadened. And like a good soldier, she absorbed all of the extra work and kept pushing for more.

At our coaching session, I asked her what mindset was driving her ‘digging in’ behaviour, and she said proudly, “I am modelling resilience for everyone around me.”

By the end of that year, a clear had pattern emerged: after a round of planned headcount reductions, some of her best employees also chose to leave, and the ones who remained were scared, disengaged, and tired. And she hadn’t taken a proper break in over a year herself! This wasn’t about demonstrating resilience anymore; she was unintentionally modelling depletion and martyrdom.

Her a-ha moment came during a triangulation meeting with me and her VP. While we were reviewing her employee engagement survey results, her VP commented, “We admire your stamina, but your team is running on fumes.” She told me afterward that, in that moment, she felt a hot wave of recognition wash over her as she realized that her definition of resilience was in fact just a marathon of sacrificial endurance for its own sake.

 

NAMING THE SHIFT

This is the moment where resilience starts to change shape. It is the shift from a healthy ability to adapt under stress to an overextended state where our brains and bodies begin to pay a hidden cost. Neuroscience helps explain what happens when persistence becomes counterproductive, and how our wiring pushes us to keep going even when it’s time to stop. These next three ideas reveal why that happens, and what it costs us if we ignore the signs.

  • Stress physiology: Chronic exposure to stress hormones like cortisol impairs the hippocampus, the part of the brain that regulates flexibility and learning. Bruce McEwen’s research on allostatic load shows that over time, the body and mind pay a biological price for constant adaptation.

  • Sunk-cost bias and reward circuitry: Once we have invested time or resources, classic sunk-cost bias kicks in, and even our reward circuits can make disengaging feel costly. Behavioral economist Daniel Kahneman and others have explored how these biases compel us to stay the course even when logic says “cut losses.”

  • Cognitive narrowing: Under sustained stress, the prefrontal cortex shifts into survival mode, favoring short-term fixes and repetitive behaviors instead of creative problem-solving.

The irony is that leaders under prolonged stress often become less adaptable, the very opposite of what resilience was supposed to achieve.

 

WHEN RESILIENCE TURNS INTO RIGIDITY

Resilience becomes counterproductive when it crosses the invisible line from resourcefulness to resistance.

  • Fighting sunk costs: “We’ve invested too much to stop now” becomes a badge of honour.

  • Over-functioning: Leaders take on more and more to keep things afloat, unintentionally teaching their teams to rely on them.

  • Modelling burnout: Teams mirror what they see. When leaders glorify endurance, employees learn that exhaustion equals commitment.

  • Avoiding change: Perseverance turns into attachment to the familiar. “This is how we’ve always done it” starts to sound like leadership wisdom.

Organizational psychologist Barry Staw first described this pattern as escalation of commitment, and it has been widely popularized by several thought leaders, including Adam Grant. The message is clear: the longer we persist, the harder it becomes to admit that persistence itself might be the problem.

 

A TALE OF TWO COMPANIES

In the early 2000s, Kodak epitomized corporate resilience. It survived countless market shifts over a century by doubling down on what it knew best: film. The company even invented the first digital camera in 1975 and buried it. Why? Because the business model of selling film was too entrenched to abandon. Resilience had hardened into rigidity.

By contrast, Netflix faced similar uncertainty when DVD rentals began to decline. Instead of doubling down on its original model, it bet on streaming and later, original content. The difference wasn’t intelligence or resources; it was psychological flexibility.

Leaders who treat resilience as an identity often cling to what worked before. Leaders who treat it as a tool know when to put it down.

 

CULTURAL RESEARCH

The World Health Organization officially classified burnout as an occupational phenomenon in 2019, defining it as “chronic workplace stress that has not been successfully managed.”

Canadian data show sustained strain. In May 2024, one third of Canadian workers were in a high mental-health risk category, underscoring the real cost of endurance without recovery. Yet in leadership programs and performance reviews, “resilience” remains one of the most celebrated traits.

Maybe it’s time we stopped glorifying it and started interrogating it.

 

THE NEUROSCIENCE OF RECOVERY

Recovery isn’t weakness; it’s recalibration.

  • Rest and neuroplasticity: Sleep and rest restore the prefrontal cortex’s ability to integrate complex data and manage emotional regulation.

  • Emotional regulation: Activities like mindfulness, music, and physical exercise reduce amygdala hyperactivity and reset attention systems.

  • Perspective shifting: Downtime activates the brain’s default network, which supports perspective shifting, creativity, empathy, and strategic insight.

Leaders who build recovery into their rhythm are not “less driven.” They are creating the mental conditions for adaptability, the real heart of resilience.

 

YOUR COACHING CHALLENGE

Practice: Persistence or Rigidity?

Doing:
Identify one initiative you are holding onto mainly out of persistence. Define three signals that would justify pivoting or letting go and share them with a trusted peer or mentor.

What to Notice:

  • What emotions surface when I imagine stepping back from this initiative?

  • Do my reasons for continuing come from purpose, pride, or fear of loss?

  • How does my team respond when I talk about this work, with energy or fatigue?

Reflection Questions:

  1. What assumptions am I holding onto tightly that no longer serve?

  2. What would it take to release this project with grace and redirect energy elsewhere?

  3. Who could give me honest feedback on whether it is time to pivot?

  4. What might become possible if I stopped equating resilience with endurance?

True resilience is not about bouncing back or enduring more... it’s about knowing when to bend, when to rest, and when to pivot and move on with intention.  It’s the wisdom and courage to release what no longer serves.

 

Reach out for a free exploratory Executive Coaching conversation. Email: leslierohonczy@live.com