Taking a step back: Does less responsibility lead to more fulfillment?
For many seasoned leaders facing burnout, the idea of stepping back into an individual-contributor role can be tempting. The memory of simpler days, when success was measured by personal output rather than team performance, and evenings were free from after-hours emails, can be alluring. But is stepping down really the solution?
While few actually follow through on this impulse, a health care leader friend of mine did. After more than two decades in leadership, including a director-level role overseeing 40 employees, she transitioned into a coordinator position with no direct reports.
The move, while ultimately beneficial, came with unexpected challenges.
Why step back? As a director in a large hospital, her days were consumed by meetings: compliance, budgeting, leadership and managing a large team. Her role left little time for the clinical work she once loved as a pharmacist. Coupled with personal factors such as her own health issues, raising a child and her spouse's career changes, she began to reassess her priorities. With financial stability and family support in place, she decided to take the leap.
The upside: The benefits were immediate. With fewer meetings and no direct reports, she regained autonomy and reconnected with the work she found meaningful. Her reduced workload allowed her to focus on process improvement and innovation, areas often neglected in high-pressure leadership roles. Most importantly, she experienced a significant improvement in work-life balance, with more time for family and personal well-being.
The trade-offs: However, the transition was not without its drawbacks. The expected reductions in salary, status and bonuses were manageable. More difficult were the unanticipated social and professional dynamics:
Over-qualification: Her deep experience made it easy to overstep boundaries, requiring careful navigation to avoid undermining colleagues or taking on too much.
Isolation: Peers were unsure how to relate to her; some treated her as a de facto leader, others with suspicion.
Leadership tensions: Her new manager, a recently promoted director, appeared threatened by her expertise, leading to micromanagement and strained communication.
Professional perception: Former peers questioned her decision, with some assuming she had been demoted. She was even excluded from leadership events, which was both surprising and disheartening.
Key takeaways: Stepping back can be a strategic move, but it's not a simple one. It requires:
• Clear boundaries to prevent role confusion.
• Emotional resilience to handle shifts in status and perception.
• Strong communication to build trust with new colleagues and supervisors.
• A supportive environment at home and at work.
Ultimately, this leader found greater fulfillment and balance, but not without effort. For others considering a similar move, it's essential to weigh both the tangible and intangible consequences.
Conclusion: Taking a step back in your career isn't necessarily a step down. For the right person, at the right time, it can be a leap forward in well-being and job satisfaction. But it's a decision that demands careful consideration, strategic planning and a willingness to navigate new challenges.
