Most executives do not get stuck because they are not performing.
They get stuck because they are performing too much in the wrong places.
I see this pattern repeatedly in my work with senior leaders. And I have lived it myself.
Early in our careers, we are taught that the path forward is simple: work harder, deliver more, and become the person everyone relies on when things go wrong.
For a while, that approach works.
Then it quietly stops working.
A Real Story: High Performer, Trusted, and Stuck
A newly promoted executive at a consulting firm came into coaching carrying a pressure he had never voiced out loud:
“I have always believed that if I deliver more than everyone else, people will see I am ready for the next level. But the closer I get to MD, the more I feel like I am falling behind.”
He was not falling behind.
He was caught in a familiar over-delivery loop:
- Saying yes to almost everything
- Stepping in to fix problems himself
- Working late nights and weekends
- Becoming the safety net for the team
- Trying to justify his new title through effort
At one point, he said:
“I am doing 200 percent of my job and still feel invisible.”
That statement captures the issue perfectly.
The behaviors that get you promoted into leadership are rarely the ones that get you promoted beyond it.
When Working Harder Stops Being the Answer
This is where Performance, Image, and Exposure becomes real.
Most executives assume performance is the primary driver of advancement. So they invest almost all their energy there.
The reality is more nuanced:
- Performance keeps you credible
- Image shapes how people experience you
- Exposure determines who advocates for you when you are not in the room
Promotions are decided in rooms you are often not in.
My client finally understood why he was exhausted and still stuck.
He was over-investing in the smallest part of the equation.
Why Over-Delivering Actually Slows You Down
When performance consistently runs at 150 to 200 percent, a few things happen, usually without intention:
- You are perceived as tactical rather than strategic
- You become the executor instead of the leader who scales impact through others
- You create dependence at your current level
- You crowd out time to build next-level capability
- Senior leaders see output, not leadership
You become extremely valuable exactly where you are.
And that makes moving you harder, not easier.
The Shift: From Proving to Leading
The adjustment we made was simple, but not easy:
Deliver 110 to 120 percent, not 200 percent.
Then use the reclaimed capacity to grow into the role above you.
Here is how that shift showed up in practice.
Performance: Strong and Disciplined
He delegated more, clarified expectations, and stopped absorbing work that belonged with his team.
He focused on what only he should do, not everything he was capable of doing.
The result was nearly 20 hours a week of recovered capacity.
Image: Showing Up at the Next Level
We worked deliberately on:
- Slowing down, especially under pressure
- Communicating conclusions before details
- Framing issues with judgment, not just solutions
- Bringing a calm, senior presence into the room
The feedback shifted quickly:
“You sound different.”
“You seem more senior.”
“There is more confidence in how you show up.”
Exposure: Being Visible Where It Matters
He began investing time in:
- Cross-functional initiatives
- Senior-level forums
- Proactive updates to key stakeholders
- Relationships with MD-level leaders
- Being present where decisions were being shaped
This was not politics.
It was the alignment between his impact and who understood it.
The Outcome: Less Work, Greater Impact
He did not change roles.
He did not extend his hours.
He did not reinvent himself.
He stopped over-proving and started leading.
In one session, he said:
“I am doing less work, but I am having more impact. For the first time, I actually feel promotable.”
That is the difference between effort and progression.
My Own Wake-Up Call
I have made this shift myself.
For years, I over-delivered, building factories, fixing crises, and driving transformations, assuming excellence alone would open the next door.
It did not.
Things changed when I redirected my energy toward:
- Developing next-level leadership capability
- Shaping how I was experienced as an executive
- Building meaningful stakeholder relationships
- Taking visible, enterprise-level roles
That is when momentum appeared.
It is the same pattern I now see repeatedly across consulting firms and global organizations.
The Real Message
Stop proving. Start rising.
Deliver your role well.
Over-deliver by 10 to 20 percent.
Not 200 percent.
Use the remaining energy to:
- Build the capabilities required for the next level
- Shape the leadership presence you want to be known for
- Create exposure with the decision-makers who matter
That is how careers actually move.
That is how promotions happen.
And that is how you grow without burning out or disappearing in plain sight.