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You knew within the first year. The mission shifted, or the role narrowed, and you noticed. You stayed anyway, hoping it would come back, or telling yourself you needed two years before leaving would "look right." It feels strategic. It's actually a transfer of power: handing the decision to a future you explaining this job later, instead of the you living it now, with full information. In my work with operators, I see this constantly. And it usually backfires exactly the wa

There's a version of success that looks exactly like what you aimed for, but doesn't feel like it. I spent close to ten years assuming that was the trade-off — that performing at a high level meant accepting it wouldn't feel good. It took losing all external structure to realise the problem wasn't the role, the company, or the ambition. It was how I was operating.