Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Executives Should Handle a Career Plateau
Transcript
- Lucas: So, Luna, I was talking to a chief financial officer last week and she said something that's stuck with me. She's been in her role for five years, she's doing a great job by every measurable, but she feels like she's been standing on a platform for the last two. Her board loves her, her team is stable, and yet the thought of doing this exact job for another two years makes her feel physically restless. Luna: Oh, that's the classic plateau. And it's such a taboo topic in senior leadership because you're supposed to be grateful you even have the job. Lucas: Right. And it's not just her. I've seen research that suggests the average tenure for a chief financial officer in the S&P 500 is around five to six years these days, and when you pass that mark without a scope change or a promotion, the question of whether you're plateauing starts to surface. Luna: And yet, so many executives just sit there. They don't want to seem ungrateful or they don't want to rock the boat. But the cost of staying still is real. Lucas: It is. And that's actually what I want to unpack today, because a plateau isn't always a problem, but it can become one if you ignore it. We're going to talk about how to tell the difference, and what to actually do about it. Luna: Before we dive in, I want to mention something that's been on my mind. A small group of listeners support this show by buying us a coffee, literally, at buy me a coffee dot com slash fexingo. And that support is what keeps this podcast going without ads. Lucas: Yeah, it's pretty amazing. We put out a daily show across the network, and that’s only possible because a few hundred people chip in a few bucks a month. It's not a big ask, but it makes a huge difference. Luna: Exactly. And if you're one of those people, thank you. If you've been thinking about it, we'd be grateful. But now, back to the plateau. Lucas: So first, let's define what a plateau actually is. It's not just a lack of promotion. It's when your responsibilities, your learning curve, and your network growth have all flatlined. You're no longer being stretched, and the role has become routine. Luna: And the tricky part is that some executives are perfectly happy with that. They've reached a level where they have impact, work-life balance, and they don't want to move up. That's a choice. Lucas: Absolutely. And that's a legitimate one. But the danger is when you feel stuck, not by choice, but by default. You wanted to move forward and the organization, for whatever reason, has stopped providing those opportunities. Luna: So how do you tell the difference? Is there a moment when you realize it's not just a lull but a genuine plateau? Lucas: I think there are a few telltale signs. One is that your performance reviews have become predictable. You're getting the same positive feedback without any new challenges or suggested areas for development. Another is that you've stopped learning something new every month. And a third is that your peers are starting to get opportunities that you're not even being considered for. Luna: That last one is brutal. You see someone who started after you get tapped for a special project, and you think, wait, what about me? Lucas: Exactly. And that's the moment when you have to decide what to do. But before you make any moves, I think it's crucial to run a personal audit. Ask yourself: Is this plateau a result of the organization's structure, or is it something about how I'm showing up? Luna: Can you walk us through that audit? What should an executive actually look at? Lucas: Sure. First, look at your recent scope. Has your budget, your team size, or your strategic influence increased in the last eighteen months? If not, that's a red flag. Second, assess your visibility. Are you still being invited to key meetings, or are you being left off the distribution list? Third, consider your network. Are you meeting new people inside and outside the company, or are you just talking to the same five people? Luna: I'd add one more, and it's a bit subtler: your energy. Do you feel a sense of excitement on Sunday night about the week ahead, or is it just dread? Sometimes our gut knows before our rational brain does. Lucas: That's a good point. And I want to be careful here, because a plateau can be a huge opportunity for reflection. It's a moment to ask yourself what you actually want from your career. Maybe you've been climbing the ladder and suddenly you realize it's leaning against the wrong wall. Luna: So let's talk about what you do if you decide you want to break through the plateau. What are the concrete steps? Lucas: The first thing is to have a direct but constructive conversation with your boss. But you have to go in prepared. Don't just say, 'I'm bored.' Instead, bring a proposal. Show how you can add more value. Maybe you've identified a new market or a process improvement that could save money. Frame it as a business case, not a personal grievance. Luna: That makes sense. And I've seen executives who do this well also ask for a specific stretch assignment. Something that's outside their current remit but would demonstrate their potential for a bigger role. Lucas: Right. And if your boss is supportive, great. But you also need to build your visibility beyond your direct line. That means getting involved in cross-functional projects, speaking at industry events, and making sure the people two levels up know who you are and what you've accomplished. Luna: But what if your boss is not supportive? What if you've had the conversation and nothing changes? Lucas: Then you have a choice to make. You can either accept the plateau and find fulfillment elsewhere in your life, or you can start looking outside. And if you do look, do it quietly and strategically. Don't give your current company a chance to sideline you before you've secured something else. Luna: I think there's also a middle path. Sometimes you can create your own growth opportunities without waiting for the organization. You could propose a new initiative, take on a mentorship role, or even write thought leadership pieces that position you as an expert in a new area. Lucas: That's a great point. And it ties back to the personal audit. If you're not getting opportunities from the top, you can create your own. But that requires a certain level of autonomy and trust from your leadership. If you don't have that, it might be time to move. Luna: And let's be honest, for some executives, the plateau is a sign that they've outgrown the company. It's not a failure; it's just a natural endpoint. The skill is recognizing it before you become complacent. Lucas: Absolutely. And in that case, the job search becomes about more than just finding a new role. It's about finding a role that offers the next stage of growth. So you should be asking targeted questions in interviews about scope, about the challenges they're facing, and about how they develop their leaders. Luna: Before we wrap up, I want to go back to something you said earlier about the cost of staying still. Can you elaborate on that? It felt important. Lucas: Sure. If you're plateauing and you know it, but you don't act, there are opportunity costs. Your skills start to stale, your network shrinks, and your market value can actually decline. In a fast-changing economy, employers are looking for people who have recent experience with the latest challenges. If you've been doing the same thing for years, you become less attractive, even if you've been doing it well. Luna: And that's why it's dangerous to just ride it out. You might be comfortable today, but in three years when you're ready to move, you might not be in a position to. Lucas: Exactly. So the takeaway here is not that a plateau is a disaster. It's a signal. And like any signal, you need to read it and decide how to respond. For some, that means igniting a new project. For others, it means moving to a new company. But the worst thing you can do is ignore it. Luna: I love that framing. A plateau is just information. It's up to you to use it. Lucas: And if you're listening and you've been feeling that restlessness, I hope this gives you a few concrete things to try. Start with the audit, have the conversation, and see what happens. The worst case is you learn something about yourself. Luna: And if you want to share your own plateau story, we'd love to hear it. You can reach us on social media or through the show notes. But for now, thanks for listening.