Climbing the Corporate Ladder Faster by Doing Less

Leiderschapscoach Amsterdam | David Buirs

Climbing the corporate ladder faster by doing less

David Buirs is a Leadership & Executive Coach based in Amsterdam, working with managers, directors and senior leaders. This article describes two routes up in an organisation: one that runs on fear and ego, and one that builds credit with the people around you. Readers learn which four habits quietly hollow out character, and which behaviour leads to promotion and influence over the long run.

There are two ways of climbing the corporate ladder faster. One costs you your character. The other builds it. Both take you up. One of them drops you somewhere you never wanted to be.

You probably know someone who got far by making life harder for everyone around them. And you have wondered how that happened.

The more uncomfortable question comes next. Could it happen to you?

How Character Quietly Drains Away

I see the same thing over and over. In my own career, and in the stories of the leaders I coach.

It starts with pressure. A brutal quarter. A reorg nobody saw coming. A colleague going for the same promotion.

And then something changes. So slowly that you only spot it in hindsight.

They cancel their 1-on-1s because there is a board deck that has to shine. Just this once. Then again. Emails from above get answered within ten minutes. Emails from their own team sit there for three days.

They get short with people who need something and have nothing to give back. They walk past reception without saying hello. Then a director walks in and the lights come on.

They start performing importance. In how they talk, in how long they wait before replying, in who gets their time.

I have seen manipulation and I have seen bullying. And what strikes me every time is that the person doing it is acting out of fear. Afraid of losing power. Reputation. Money. The things they somewhere along the way started putting above everything else.

People who end up here, sinking into corporate politics, slide into it slowly. It is never a conscious choice. It happens because it feels like survival.

The Two Routes Up

Most of us do this on autopilot. Your brain picks a target. Make senior. Get the promotion. Hit the number.

You hit it. Brief rush. And then the feeling is gone, and your head goes looking for the next one.

There are two routes up.

On the first route you run on fear and ego. You protect your status. You chase titles. You stack up money as proof that you are worth something.

The second route draws less attention and is worth far more. You build a good career and you do good things for the people around you while you do it. You grow. You learn. You leave people better than you found them.

Both can take you a long way. They just end up somewhere else.

Sit with the question of why you actually want that promotion. Go past the answer you usually give. Find the real one.

What People Regret at the End

Bronnie Ware spent years in palliative care. She sat beside people in their final weeks and wrote down what they told her.

One thing kept coming back. They wished they had found the courage to live a life that was truly their own. They wished they had let themselves be happier. They wished they had worked less. Her observations are here.

That second one sticks with me. Letting yourself be happier. As though the happiness had been lying there all along, with something always in front of it.

Usually that something was fear. Fear of being too little. Fear of losing what they had built. Fear of what other people would think.

Nobody in that bed said they wished they had made VP.

It Happens Piece by Piece

There is no day where you make a decision. There are dozens of moments where you let something go.

You stay quiet in a meeting while someone gets treated badly. You take the credit, because the opening was there. You push your 1-on-1s aside for a deck that makes you look good. You leave a request for help sitting because there is little in it for you.

And every time you promise yourself you will be different once you are one level up.

Then you get there. Same person, fuller calendar.

Four habits do most of the draining.

The first is taking credit that belongs to someone else. Short term you gain ground. Meanwhile you make enemies with long memories.

The second is being warm upwards and cool downwards. People see it. They always see it.

The third is holding information back to protect your position. It feels clever. It wrecks trust in a way that takes years to repair.

The fourth is the slowest. You stop asking people how they are doing. Curiosity costs time, and that time now goes to visibility.

What Actually Works

Ask for feedback. Often. From different people, at different levels. Tasha Eurich studied self-awareness and found that around 95 percent of us believe we are self-aware. In reality something like 10 to 15 percent meet the criteria. Your blind spots are probably no secret at all to the people around you.

Be specific with your manager about what success looks like in their eyes. Have a real conversation about it. Ask what needs to have happened by December for them to say you did well.

Be proactive. See problems coming and bring a proposal. Do it visibly, with your manager, rather than around them. Robert Greene once wrote that you should never outshine the person above you. There is more in that than you would like to admit.

Build credit with people who give you nothing right now. That is the investment with the longest return.

And guard your recovery. Four weeks of grinding turns anyone into a shorter, harder version of themselves. Character erodes fastest when you are spent.

The Trap in the Step Into Leadership

In a new leadership role you want to prove you deserve it. Work harder than everyone. Know everything. Be in every room.

But the step from expert to leader asks for something else. Do less yourself. Make more possible. Give fewer answers. Ask better questions.

Whoever works that out early grows faster than whoever spends years trying to stay the best operator. Hence the title. You get further by doing less and carrying more weight.

Higher up, the trap changes shape. There it becomes influence without formal power, decisions made on half the information, and the weight of a call that touches hundreds of people. For leaders at director level who want to keep climbing the corporate ladder faster in a way that is good for the people around them, executive coaching is where that work usually happens.

One Question to Take With You

Think of someone you genuinely admire. Someone who got far and stayed warm along the way. Someone you would call a good person without hesitating.

You probably have someone in mind already.

Ask yourself what makes that person different. I would bet it has very little to do with a job title.

That is the second route. Climbing the corporate ladder faster and being able to look yourself in the eye go together fine, as long as you choose deliberately. On autopilot they come apart.

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Managing Former Peers as a New Leader

“We’re still cool, right?”
That unspoken question lingers the moment you go from peer to boss.

Yesterday, you were part of the inside jokes, the venting sessions, the after-work drinks.
Today, you’re the one approving time off, giving feedback, making tough calls.

And suddenly… things feel different.

The casual banter gets more careful.
The invites to lunch slow down.
Some teammates hold back—like they’re not sure if you’re still their friend or their boss.

That shift can feel isolating.
No one tells you how lonely leadership can be.

You can’t lead if you’re too busy trying to be liked.
A lot of new managers hesitate to set boundaries.
They soften feedback.
They avoid tough calls.

But trying to keep everyone comfortable?
That’s exactly what makes things weird.

The fix? Be clear. Be fair. Be human.

Acknowledge the shift.
Have an open conversation: “I know this is a transition for all of us. I’ll always be upfront with you.”

Set expectations early.
Create clarity—what stays the same, what will be different, and how you’ll lead.

Be consistent.
No overcorrecting. No playing favorites. Just fairness across the board.

When it seems like you have to pick between leadership and friendship, remember your real job is to guide the team. Strong relationships help, but focusing too hard on popularity pulls you away from your responsibilities.

Support matters in leadership, but so does accountability. Making tough decisions, setting boundaries, and using your authority come with the territory. Friendliness is fine, as long as it doesn’t undermine fairness or progress.

People don’t need a boss chasing popularity; they need someone they can respect. Real respect grows from clarity, fairness, and consistency—every day.

Have you been in this situation? How did you handle it?

Designing Your Future

What if you could design your future with the precision of an architect?

Not just think about it, but actually see it laid out in front of you, in full color, with images that inspire and motivate you every day.

That’s where a vision board comes in—a powerful tool that helps you map out your future, both personally and professionally.

Start simple. Use an app like OneNote or any image editor.

Now, think big.

What does your ideal life look like? Where do you see yourself living? What’s your dream job? How do you want to feel at work? What does your perfect workday involve?

Imagine a photo of a beautiful beach if you dream of more travel, or a portrait of someone who you admire. Maybe you’re striving for more balance, so you include a picture of a peaceful landscape. Or perhaps you’re focused on creativity and growth—find an image that sparks that energy.

Don’t forget to include the people who matter most to you. Add in personal goals, like a place you’ve always wanted to visit or a hobby you’ve been meaning to explore. Even symbols, like a lion for courage or a compass for direction, can serve as powerful reminders of the qualities you want to embody.

Bring all these elements together in one space, and keep it where you can see it every day.

As you continue to look at your vision board, it begins to work on your mind. You’ll find yourself more focused on what truly matters, more driven to turn these dreams into reality. It’s like giving your subconscious a roadmap to your future.

Start creating yours today and see where it leads.

If you could put one thing on your vision board right now, what would it be?

One Year After Leaving My Corporate Career

This week marks exactly one year after my last working day of a decade-long career, leading teams.

And the beginning of a new adventure.

So much has happened since!

I completed my Co-Active coach training, started my own business, and found my ikigai in leadership development coaching.

(If your Japanese is a bit rusty – ikigai is about doing that which you love, are good at, and that the world needs.)

The most rewarding part of leadership development is that it works like an amplifier.

A leader’s growth naturally extends to their team. Their success and well-being inspire those around them, creating a ripple effect of positive change.

I feel more alive, fulfilled, and happy than ever.

The positive feedback and support from many of you has meant the world to me.

Special shoutout to Frederike Driesse and Jasper Brand at The Talent Institute in Amsterdam for their trust, as they were my first B2B client. The Talent Institute creates inspiring development programs for talents in design, innovation, and marketing. Worth checking out.

And as someone who’s slightly introverted, I’ve discovered a surprising love for networking and connecting with new people.

It’s not all roses and sunshine though. (What?! 😜)

Challenges like financial uncertainty, no-shows, and missing regular colleague interactions are real.

But for me, it’s definitely worth it.

A key goal the past half year was to post valuable content for you weekly.

I’m now heading off for a 10-day silent retreat, so next week will be my first break from posting.

I look forward to returning with fresh clarity and inspiration for the coming year.

And there’s a very exciting project on the horizon – more details soon.

Huge thanks to all of you for your continued support!

❤️🙏

Honesty, Curiosity and Self-Reflection

This might be controversial, but here’s something we need to talk about…

Social media is flooded with leadership quotes. We like them, we share them, and we think, “Gosh, when will my manager finally get this?” 🙄

But how often do we take a hard look at our own leadership?

Here’s the irony – most managers are on LinkedIn daily, yet many teams are still struggling.

It’s easy to scroll through content and believe the advice is for others. But true leadership starts with self-examination.

Are we actively seeking out feedback, especially when it’s tough to hear? Do we confront our own shortcomings?

Next time you come across a leadership quote, challenge yourself: Am I living up to this standard with my team?

If yes – how can you actually verify if this is true?

Keep the Dunning-Kruger effect in mind – people who objectively score among the bottom 0-25% on a particular skill rate themselves in the 50-75% bracket.

Unconscious incompetence is quite common.

❗ If you believe you’re doing great, but your team is consistently difficult or disengaged, it might be a sign to reevaluate your approach.

Here’s the truth – the leaders who practice honest self-reflection grow the fastest. They get promoted faster, score better on performance reviews, and lead happier teams.

Let’s not just scroll through inspirational quotes. Let’s live them.

Imagine the impact you could have by truly applying these principles.

Reflect deeply, lead with authenticity, and watch your team – and yourself – flourish. 💪

Why Your Next Promotion Might Be Your Last (Unless You’re Aware of This) 2/2

I always saw myself as a good listener. Until I realized I wasn’t…

Last week I wrote about 𝘁𝗵𝗲 𝗣𝗲𝘁𝗲𝗿 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲 – you keep getting promoted, until you hit the ceiling of your competence.

Then, the requirements of the role exceed your capabilities and you stop being promoted.

For competence, think about things like your ability to think strategically, your emotional intelligence, your leadership skills, your communication skills, or your ability to analyse complex problems.

Competence is not set in stone – you can increase it.

But here, we’re faced with an invisible enemy – the 𝗗𝘂𝗻𝗻𝗶𝗻𝗴-𝗞𝗿𝘂𝗴𝗲𝗿 𝗲𝗳𝗳𝗲𝗰𝘁.

It’s a cognitive bias that makes people with low ability in a specific area, overestimate their ability in that area. It’s unconscious incompetence.

In many experiments, Dunning and Kruger’s observed that people who objectively score among the lowest 25%, rate themselves to be in the 50-75% range.

A practical example: many people who believe they are good listeners, in fact aren’t.

For me, the realization came when I truly listened to feedback. And then explored the topic of what listening is about, and how to become good at it.

Let’s tie last week’s post and this topic together:

• You keep getting promoted in organizations, until you hit your level of competence (𝗣𝗲𝘁𝗲𝗿 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲).
• To keep getting promoted, increase your level of competence.
• For those skills we need to increase our competence for, we overestimate our ability (𝗗𝘂𝗻𝗻𝗶𝗻𝗴-𝗞𝗿𝘂𝗴𝗲𝗿 𝗲𝗳𝗳𝗲𝗰𝘁).
• This prevents us from putting in the effort to improve, which keeps our level of competence, and our career, where it is.

What can you do?

• Take assessments on particular skills required for your role.
• Ask for 360-feedback from your colleagues (anonymous or not). Be open to criticism.
• Question your beliefs about what you know and what you don’t yet know.
• Keep learning.

There is no need to become insecure and doubtful about your abilities. But realize information is power.

And, a few weeks after International Women’s Day, for managers and organisations, I also want to call out the 𝗣𝗮𝘂𝗹𝗮 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲. It describes how many women in organisations work below their level of competence. Using objective data can help us counter this

So, identify the skills critical for your role and the next. Use data and feedback for an honest assessment, and then, take action.

Your future-you will thank you for it.

Why Your Next Promotion Might Be Your Last (Unless You’re Aware of This) 1/2

Imagine climbing a ladder, where each step represents a new level of achievement in your career.

Now, imagine there’s a step where, once you reach it, climbing further becomes impossible—not because the ladder ends, but because your ability to climb does. Welcome to the Peter Principle.

Coined by Dr. Laurence J. Peter in 1969, this principle suggests that in a company’s hierarchy, people tend to rise to their “level of incompetence.”

Simply put, most people are promoted based on their performance in their previous role. Until they reach a position where they’re no longer competent enough in that role.

And that’s where they stop.

The beauty—and challenge—of this concept lies in its silent alarm: to pause and introspect. It’s not a career death sentence but a wake-up call to continually evolve, to plug the gaps in our competence before they become career stoppers.

Because you actually can increase your level of competence.

Recognizing where you need to grow requires humility and curiosity—qualities essential for any leader aiming to defy the Peter Principle.

In essence, the ability to progress beyond your current capabilities is not only about acquiring new skills; it’s about self-awareness and the willingness to adapt.

𝗧𝗶𝗽 𝗳𝗼𝗿 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹𝘀: assess what skills are needed for the 𝘯𝘦𝘹𝘵 step, and actively develop those. Ask for honest feedback.

𝗧𝗶𝗽 𝗳𝗼𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀/𝗛𝗥: promote people based on their suitability for their next role, not their performance on their current job. Create development programs.

So, how can you ensure your next promotion isn’t your last?

Stay tuned for part 2 of this series next week, where I’ll discuss a phenomenon that often goes hand-in-hand with the Peter Principle, keeping many from realizing their potential blind spots.

Hint: It’s not about your ability but your awareness of it.