Promoted, But Pulled Away From What You Actually Love Doing
Barbra Carlisle • April 16, 2026
There’s a moment in many leadership careers where promotion comes with a quiet trade‑off.
There’s a moment in many leadership careers where promotion comes with a quiet trade‑off.
Not made explicit. Not negotiated. But keenly felt.
You’re rewarded for your expertise – and then slowly pulled away from it.
In my latest podcast episode, I spoke with Dr Nike Folayan MBE (PhD, CEng., FIET, HonFREng), Technical Director at WSP, who manages a team of 40+ engineers and remains fiercely committed to technical excellence.
Her experience mirrors what I see repeatedly when coaching senior leaders in construction and engineering.
“I knew my strength was technical. But I was put into non‑technical interface roles – and it almost destroyed me.”
This is where many leaders break.
The hidden cost of “helpful” roles
Nike described being moved into interface management on a major infrastructure project.
On paper, it looked like exposure. In reality, it stripped away her professional identity.
She was no longer recognised as an engineer – but as someone who was “good at organising”.
It was a form of professional dilution.
And it happens more than people think.
- Engineers promoted into coordination or management
- Specialists turned into generalists
- Experts trapped in meetings while others do the work they want to do
Eventually, they disconnect – or leave.
The issue isn’t all about capability. It’s clarity and showcasing.
What allowed Nike to rebuild wasn’t luck or resilience clichés.
It was brutal clarity.
“You have to be very clear what you want to do – even when you’re doing roles you don’t want.”
She stayed alert. She watched for technical re‑entry points. She refused to let one misalignment define her career.
That’s leadership agency.
For senior leaders reading this
If promotion has pulled you away from the work that gives you authority and credibility, ask yourself:
Where am I adding value – and where am I merely being useful?
What assumptions have others made about what I should do?
What am I quietly tolerating that’s costing me energy?
Promotion without authorship isn’t advancement. It’s erosion.
If this resonates, it’s probably time to recalibrate.
You don’t need another role. You need a clearer one.
Ideas and thoughts on how to lead well through complexity and change
Why Retrofit Programmes Are a Serious Leadership Challenge (Not Just Technical)
The Hidden Complexity of Leading UK Retrofit Programmes at Scale
How leaders can manage redundancies well
