The Art of Letting Go

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We’ve all experienced that moment when we realize we have become the go-to person for something specific—whether it’s crunching numbers, closing deals, or creating a vision that inspires others. That doesn’t happen overnight, and we don’t always recognize it immediately. Eventually, though, the indicators become clear.

We’ve all experienced that moment when we realize we have become the go-to person for something specific—whether it’s crunching numbers, closing deals, or creating a vision that inspires others. That doesn’t happen overnight, and we don’t always recognize it immediately. Eventually, though, the indicators become clear.

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For me, that realization came shortly after I facilitated a yearlong leadership cohort program called LEAP (Leadership Excellence in Agility and Performance) during my time as talent development manager at Cochlear. Within a few weeks, more than half of the 16 leaders who participated in the program reached out to me to share their successes, discuss challenges they had overcome, and seek coaching as they prepared for interviews for more senior roles. It was then that I understood I had become the go-to person for developing leaders.

For me, that realization came shortly after I facilitated a yearlong leadership cohort program called LEAP (Leadership Excellence in Agility and Performance) during my time as talent development manager at Cochlear. Within a few weeks, more than half of the 16 leaders who participated in the program reached out to me to share their successes, discuss challenges they had overcome, and seek coaching as they prepared for interviews for more senior roles. It was then that I understood I had become the go-to person for developing leaders.

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During the next three years, my role continued to evolve. The company constantly tapped me to facilitate leadership cohort programs, provide one-on-one coaching for high-potential leaders, guide them through 360-degree feedback, and help them hone their skills. I also brought leadership teams together to build their bench strength—a key component of success in a high-growth organization.

During the next three years, my role continued to evolve. The company constantly tapped me to facilitate leadership cohort programs, provide one-on-one coaching for high-potential leaders, guide them through 360-degree feedback, and help them hone their skills. I also brought leadership teams together to build their bench strength—a key component of success in a high-growth organization.

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Ensuring talent is ready to move to the next level enabled me to elevate my own contributions. I brought forward content I developed locally to create the foundation of one of our flagship global leadership programs. Working alongside leaders who were advancing their teams was incredibly rewarding. However, consistent validation and positive reinforcement can create complacency, which made it tempting for me to continue doing the work in which I already had expertise.

Ensuring talent is ready to move to the next level enabled me to elevate my own contributions. I brought forward content I developed locally to create the foundation of one of our flagship global leadership programs. Working alongside leaders who were advancing their teams was incredibly rewarding. However, consistent validation and positive reinforcement can create complacency, which made it tempting for me to continue doing the work in which I already had expertise.

New opportunities

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Despite that, I wanted to grow my career. I began to get involved in more strategic projects that required critical thinking in areas where I was not an expert. I remember one strategic project—an organizational redesign—that was wildly different from anything on which I had ever worked. The work was challenging, and I had to show vulnerability, ask many questions, and remain curious.

Despite that, I wanted to grow my career. I began to get involved in more strategic projects that required critical thinking in areas where I was not an expert. I remember one strategic project—an organizational redesign—that was wildly different from anything on which I had ever worked. The work was challenging, and I had to show vulnerability, ask many questions, and remain curious.

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I needed to bring ideas and make suggestions, even when I was not confident in them. I also had to push back on senior leaders in areas where they had more expertise, leveraging insights I had gained from years of working with those teams on the human element of change. All of that meant I was stretched thin trying to support both strategic projects and leadership development at the level it required.

I needed to bring ideas and make suggestions, even when I was not confident in them. I also had to push back on senior leaders in areas where they had more expertise, leveraging insights I had gained from years of working with those teams on the human element of change. All of that meant I was stretched thin trying to support both strategic projects and leadership development at the level it required.

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Fortunately, I worked for a leader, Liza McKelvey, who supported and challenged me. During a conversation about my aspirations and the rewarding nature of the organizational redesign project, I expressed my desire to take on more work like that. Liza said, “Alissa, it’s time for you to bring on a strong lieutenant.” She reminded me that others also excel at developing leaders, and by bringing someone on who could focus on that area, we would introduce new approaches and innovation.

Fortunately, I worked for a leader, Liza McKelvey, who supported and challenged me. During a conversation about my aspirations and the rewarding nature of the organizational redesign project, I expressed my desire to take on more work like that. Liza said, “Alissa, it’s time for you to bring on a strong lieutenant.” She reminded me that others also excel at developing leaders, and by bringing someone on who could focus on that area, we would introduce new approaches and innovation.

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Knowing I could trust someone to do exceptional work would make it easier to step back from the part of the job I loved and allow someone else to take it to the next level. It would also free my capacity to get involved in more strategic projects.

Knowing I could trust someone to do exceptional work would make it easier to step back from the part of the job I loved and allow someone else to take it to the next level. It would also free my capacity to get involved in more strategic projects.

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I was terrified. What if I didn’t hire the right person? What if I missed doing the leadership development work? What if I wasn’t strategic enough to make the leap to operate successfully as a director? How would I build trust and credibility with new leaders if I wasn’t the person they worked with early in their leadership journey at Cochlear?

I was terrified. What if I didn’t hire the right person? What if I missed doing the leadership development work? What if I wasn’t strategic enough to make the leap to operate successfully as a director? How would I build trust and credibility with new leaders if I wasn’t the person they worked with early in their leadership journey at Cochlear?

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Writing the job description to essentially give away the part of my job I enjoyed most was one of the hardest and most exciting exercises I had ever done. As I worked with the recruiter, I felt a huge sense of loss. The reality set in—I was no longer going to be the face of leadership development.

Writing the job description to essentially give away the part of my job I enjoyed most was one of the hardest and most exciting exercises I had ever done. As I worked with the recruiter, I felt a huge sense of loss. The reality set in—I was no longer going to be the face of leadership development.

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Then came the first round of interviews. The caliber of talent was exceptional. I shared my contact information with the candidates because, regardless of the outcome, they were people with whom I wanted to stay connected. One candidate, Jason, regularly circled back throughout the process, sharing articles or videos and discussing interesting projects. I quickly realized that his passion and expertise surpassed my own. My sense of loss transformed into a sense of possibility. I was going to work alongside someone I could trust and from whom I would learn a tremendous amount.

Then came the first round of interviews. The caliber of talent was exceptional. I shared my contact information with the candidates because, regardless of the outcome, they were people with whom I wanted to stay connected. One candidate, Jason, regularly circled back throughout the process, sharing articles or videos and discussing interesting projects. I quickly realized that his passion and expertise surpassed my own. My sense of loss transformed into a sense of possibility. I was going to work alongside someone I could trust and from whom I would learn a tremendous amount.

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When Jason joined the team, it was exciting to work on projects together, help him learn the business, and form key relationships. I knew I would have to step back relatively quickly. We were working on a new program when the moment arrived—Jason shared his thoughts and ideas, and then he asked how I would approach it. I replied, “That doesn’t matter. You have a great approach. Let’s run with it and see how it goes.”

When Jason joined the team, it was exciting to work on projects together, help him learn the business, and form key relationships. I knew I would have to step back relatively quickly. We were working on a new program when the moment arrived—Jason shared his thoughts and ideas, and then he asked how I would approach it. I replied, “That doesn’t matter. You have a great approach. Let’s run with it and see how it goes.”

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It didn’t matter that my ideas were different; that didn’t make them better. Letting go meant allowing others to lead with their ideas and giving them the opportunity to shine. Jason shined like the star he was. The more I got out of his way, the brighter he became.

It didn’t matter that my ideas were different; that didn’t make them better. Letting go meant allowing others to lead with their ideas and giving them the opportunity to shine. Jason shined like the star he was. The more I got out of his way, the brighter he became.

Embracing change

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With more time to develop new strengths, I was able to focus my efforts more strategically. Instead of facilitating leadership programs, I began having regular meetings with executives to explore the challenges they were facing. Some matters involved their teams, others concentrated on upcoming changes, and some focused on the experience of our recipients or professional partners. The conversations became broader, and I had the capacity to evolve from being a talent partner to a strategic thought partner.

With more time to develop new strengths, I was able to focus my efforts more strategically. Instead of facilitating leadership programs, I began having regular meetings with executives to explore the challenges they were facing. Some matters involved their teams, others concentrated on upcoming changes, and some focused on the experience of our recipients or professional partners. The conversations became broader, and I had the capacity to evolve from being a talent partner to a strategic thought partner.

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What I did not anticipate was that stepping back wouldn’t mean never facilitating a group of leaders again. Instead, it created space for me to identify the needs of our more senior leaders and develop bespoke opportunities for them around the strategic capabilities the organization needed to propel into the future. Those opportunities were less frequent but much more nuanced; they focused less on developing as a leader of people and more on developing as a business leader.

What I did not anticipate was that stepping back wouldn’t mean never facilitating a group of leaders again. Instead, it created space for me to identify the needs of our more senior leaders and develop bespoke opportunities for them around the strategic capabilities the organization needed to propel into the future. Those opportunities were less frequent but much more nuanced; they focused less on developing as a leader of people and more on developing as a business leader.

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Looking back, I compare the experience to a first relationship—for me, that junior high boyfriend I loved in the way only a 13-year-old can. I learned the foundations of what matters to me in a relationship, and many years later, I still look back fondly and appreciate how letting go of that love created space for deeper relationships as I grew up and learned more about myself.

Looking back, I compare the experience to a first relationship—for me, that junior high boyfriend I loved in the way only a 13-year-old can. I learned the foundations of what matters to me in a relationship, and many years later, I still look back fondly and appreciate how letting go of that love created space for deeper relationships as I grew up and learned more about myself.

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Our careers are much the same. If we hold too tightly to our strengths and don’t allow space to be challenged in new ways, we may miss the opportunity to discover new passions in our careers.

Our careers are much the same. If we hold too tightly to our strengths and don’t allow space to be challenged in new ways, we may miss the opportunity to discover new passions in our careers.

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Letting go is never easy, especially when it means stepping away from work that has defined your professional identity. Yet, embracing change and allowing others to excel creates opportunities for personal growth as well as drives innovation and progress within an organization.

Letting go is never easy, especially when it means stepping away from work that has defined your professional identity. Yet, embracing change and allowing others to excel creates opportunities for personal growth as well as drives innovation and progress within an organization.

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By trusting others and being willing to evolve, we open ourselves to new opportunities and deeper fulfillment in our careers. The art of letting go is ultimately about recognizing when it’s time to move forward—and having the courage to do so.

By trusting others and being willing to evolve, we open ourselves to new opportunities and deeper fulfillment in our careers. The art of letting go is ultimately about recognizing when it’s time to move forward—and having the courage to do so.

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Read more from Talent Development Leader.

Read more from Talent Development Leader.