In my coaching work, I hear a common theme from leaders going through big changes–they feel squeezed between forces they can’t control and the responsibility they feel for their teams. Mergers, acquisitions, restructurings, and reductions in force can test even the most seasoned executives, and it’s often in these moments of turbulence that questions of purpose and legacy rise to the surface.
One leader I’ve been working with put it this way: “I can’t control what happens to the company, but I can control the impact I leave on my team.” She works in a sector that has seen intense consolidation and disruption, and her company has already been through three significant reductions in force. With the possibility of an acquisition on the horizon and retirement in the next few years, in our coaching conversations we explored what kind of legacy she could shape in the midst of all this uncertainty.
We started with her mindset. She realized that before she could show up with calm and empathy for others, she had to steady herself first. Together we looked at what emotions were coming up for her, what was inside her control and what wasn’t, and the actions she could take versus what she needed to accept. Once she created that internal steadiness, she was able to turn her focus outward, to her team.
When we dug into what mattered most, integrity and empathy emerged as her anchors. While she couldn’t promise job security for her team, she could make sure they felt respected and informed. That meant being transparent about what she knew, acknowledging what she didn’t, and creating space for her team to express their own feelings. She also focused on providing candid feedback, helping her direct reports prioritize high-visibility work, and supporting their development wherever she could.
She realized her legacy wasn’t about controlling outcomes. It was about role modeling a kind of leadership rooted in honesty, compassion, and courage—qualities she hopes her team will carry forward long after she retires. For her, legacy is about how she treats people.
In my experience, I find that leaders struggle to find time to slow down, pause, and ask themselves critical questions like:
· What values do I want to be known for?
· How do I want my team to experience me?
· What imprint do I want to leave behind?
These are the kinds of questions that bring purpose into focus and help make the idea of legacy seem less abstract and more actionable. In times of change, this is the kind of clarity that makes all the difference not only for yourself but for everyone you lead.
