The Challenge

Sofie worked in a network of hospitals that prioritized patient autonomy and well-being—but internally, progress often stalled. Endless meetings and consensus-seeking diluted decision-making. Her ambition to join the board was rooted in frustration: so much more could be done for clients if decisions weren’t endlessly postponed.

Yet early in our conversations, it became clear that her challenge wasn’t just external. She also needed to confront the emotional toll of politics, power dynamics, and colleagues who played subtle games she wasn't yet equipped to navigate.

Our Approach

Instead of jumping straight into career planning, we explored what leadership meant to Sofie—and how influence works in systems like hers.

We took long walks, mapped alternatives, tested assumptions. Could she drive change without a title? Could strategic analysis, storytelling, and coalition-building get her further, faster?

In the end, she chose the direct path: aiming for the board, and preparing herself to play the game—on her terms.

Key Moments

• Realizing influence ≠ position: Sofie explored indirect routes to impact before deciding a board role was truly necessary.

• Naming the power games: She began to recognize political behavior not as personal attack—but as systemic behavior.

• Developing analytical clarity: By learning to analyze organizational complexity, she gained control and options.

• Reframing leadership: Leadership became about making space for progress—not controlling everything.

Results

• Sofie developed both the mindset and methods to lead strategically in complex settings.

• She became less reactive, more observant, and quicker to identify real leverage points.

• She gained respect and trust by staying authentic while becoming politically fluent.