Leading Through Change Fatigue at the Top

Senior leaders today are not just navigating transformation; they are doing it at a time when people’s tolerance for change has depleted. Much of what Sarah encounters in coaching reflects this growing strain and its impact on leadership effectiveness. Since the pandemic, particularly in Melbourne, the world’s most locked-down city, people’s capacity to tolerate change has diminished. This profoundly impacts organizations implementing any transformation, which she observes constantly in her outplacement work. Equally significant is the rapidly evolving job market. The past 6 years have brought more change than she can ever remember. Technology, especially AI, is creating extraordinary change across all industries. While AI is a fantastic enabler, no one knows the full future impact. Leading through this requires courage, good organizations will thrive; others will be left behind. As a coach, she notes the need to stay ahead of the curve, and coaching leaders to become the best and brightest who will successfully navigate this transformation. That means constantly reading the market and coaching accordingly.

The Mistakes That Derail Executive Reinvention

Career reinvention at the C-suite level often happens under pressure, especially during economic uncertainty, where confidence drops, and decisions become reactive. In these conditions, Sarah sees consistent patterns where leaders can go wrong and what separates those who recover from those who stall. Three critical mistakes emerge consistently with the executives she works with. Many have lost their jobs through redundancy, so they are forced into a job search without warning and can be lacking confidence. Firstly, they can’t clearly articulate their unique value proposition to the market. Secondly, they don’t truly realize the power of networking. Thirdly, they underestimate the time and effort required to create real job search momentum. These three things are interconnected. Executives who can articulate their value well, network effectively (or are willing to learn), and understand that a successful job search takes time are the ones who succeed. Her role is helping them develop these capabilities while rebuilding their confidence during an uncertain, often challenging transition.

Stepping Into Outplacement on the Edge of Crisis

In 2008, as the Global Financial Crisis was about to unfold, Sarah entered the outplacement industry. The decision wasn’t formed by the crisis itself, but by a transition she was already making, one that would soon be tested under difficult conditions. She recalls that she really didn’t know the GFC was about to hit when she joined the outplacement industry, so it was partly lucky timing. She was ready to exit talent acquisition and had been networking toward this move. The stars aligned, and she joined the right organization. She later discovered her former manager would have made her role redundant shortly after she left, and was relieved not to have to. Her first year in 2009, at the GFC’s height, was quite challenging. Job searches took a long time. However, those skills proved invaluable in 2020 when she had to find creative ways to help people during the COVID lockdowns.

Shaping a Coaching Style Beyond Structure

Coaching style is rarely formed in the early years. It evolves over time, first through structured systems, and later through the freedom to refine a more personal, intuitive approach. Experience has helped her develop her own style and build confidence, along with the benefit of industry mentors and some key periods to really focus on her style. Prior to 2017, she worked in outplacement firms with very structured methodologies, which gave her a solid foundation. In 2017, she spent a year focused on her own business, coaching, writing, and researching, which is when she truly evolved who she was as a coach. In 2018, she joined Prima Careers, where coaches are entrusted to coach according to their style, and she is now a Lead Consultant for Victoria. Her style has been described as: the “Whole Person” Coach, Strategic Partner, Trust Builder, Invested Advocate, Perceptive Listener, and Confidence Builder.

Coaching Across Levels Without Losing Focus

Supporting CEOs, senior executives, and emerging leaders requires shifting the lens without losing the fundamentals. The expectations change, but the core of the work remains consistent. Career coaching shares fundamentals at all levels, including listening, building trust, and tailoring her approach to the individual. With executives, the work is generally more strategic. They may be considering board roles, portfolio work, and longer-term planning. Mid-career professionals often think about how to reach an executive level and how to build on their existing experience. She also does pro bono work with graduates, as she has never lost her passion for it. In recent years, she has assisted her daughters and many of their friends, which she finds deeply rewarding. Whether a CEO or a graduate, everyone deserves to understand their unique value and have access to support in pursuing the right opportunities. The industry’s move to predominantly remote delivery over the past five years has broadened her reach, enabling her to support clients nationally while still meeting face-to-face when it matters most.

Where Women Struggle Most and Why It Persists

Across industries and seniority levels, women often face a specific set of challenges that are less visible but consistently limiting. Sarah sees these patterns play out repeatedly in her coaching work. Two key challenges stand out for most women. First, truly building confidence. She has a strength in building women’s confidence by empowering them to understand their unique value and coaching them to articulate it well. Secondly, energy management, especially managing the mental load. Regardless of seniority, women tend to put themselves last and carry the bulk of their family’s mental load. She addresses this through awareness and open discussion about managing energy and not always putting themselves last. Sometimes naming this pattern and giving permission to prioritize themselves can create a helpful shift.

A Client Who Redefined Her Own Leadership

The real impact of coaching often becomes clear through how clients begin to see themselves differently, and what they do with that shift. She reflects on many stories, but one stands out. A Senior Executive she worked with who is now a Healthcare CEO. She shares the client’s testimonial: “Sarah uses many examples from her broad experience to help you to understand that you are not alone. She has significant training in Birkman method interpretation and application, which is a valuable addition to her suite of skills. Her insights supported me to evolve my view of myself as a leader, and how I can ensure that I have the right environment to support my own growth, development, and success.” Kerry – Chief Executive Officer, Healthcare

Why the ‘Why’ Comes First

Before any strategy is built, Sarah focuses on a question that determines whether a coaching engagement will work at all. If someone can’t articulate why they want to work with a career coach, they may not be ready. In outplacement, people know why they’re working with her. In her private practice, it’s their choice, often after thinking about coaching for a long time. They want to make a career move but have no idea how. That “why” becomes the foundation for starting.

No Standard Playbook for Job Search

Many expect a defined formula when it comes to job searching, but the reality is far less structured. Each situation demands a different approach. She emphasizes that there’s no ‘typical job search strategy’ because no two clients or job searches are the same, and she works across multiple industries. Every service is tailored to the individual, focusing on 3 key pillars: Evaluation, Preparation to go to Market, and Active Job Search. Each has multiple components. One tip anyone can use immediately: keep your resume current so you’re ready for any opportunity. Of equal importance is actively networking continuously. Talk to people in your network about your industry, stay current with market insights, and maintain connections.

Reading the Market Before It Shifts

Helping clients stay ahead requires staying deeply connected to what’s happening across industries, not just in theory, but in real time. She stays connected to market trends by reading the Australian Financial Review daily and listening to business podcasts including AFR’s Chanticleer and The Squiz. She also absorbs insights from clients across multiple industries, insights she protects confidentially but uses to observe patterns. Having read the job market for 3 decades gives her a strong perspective. Being Gen X, she has witnessed the full arc of technological change, from zero technology to AI. This combination of current intelligence and historical context helps her guide clients through rapid change.

Knowing Early, Understanding Later

Deciding on a career path at 15 is rare. In Sarah’s case, the instinct came early, even before she fully understood what the work involved. She shares that she was very close to her father, Frederick Davidson and very like him and wanted to do what he did. She didn’t fully understand it then, but she knew it was important, meaningful work. In her twenties, she wanted to work with him, which was never possible, but she learned a great deal from him. His career heavily influenced her choice, though entering the outplacement industry at 38 was entirely her decision, one he supported. He passed away in late 2021, and she frequently wishes she could speak with him about many things.

Carrying Forward a Founder’s Standard

Growing up around the founding of an industry leaves a lasting imprint. For Sarah, those early years shaped not just her career path, but the standards she still works by. D&A (Davidson & Associates) and outplacement were part of her everyday life from the time she and her sister were young, when her parents took a significant risk to start a business in an unknown field. Looking back, it became a success, though that was far from certain in 1983. She remains acutely aware of her father’s legacy. He and her mother set the standards in outplacement and pioneered the profession in Australia. While the industry has evolved, those standards of quality, service, and professionalism remain her own. When unsure how to approach a situation, she still asks herself what her father would do. Reflecting on his influence, she recalls his patience, his ability to listen, and the way he guided without instructing directly. “Of course, he was coaching me. I know that now. He was the best father anyone could ask for.”

The One Thing Which Outlasts Talent

After decades in the field, certain patterns become impossible to ignore. One principle, in particular, continues to separate those who succeed from those who don’t. She and her father have always believed that persistence beats everything: brains, education, and talent. To quote Woody Allen, “80% of success is showing up,” and across 2 decades of coaching, she has seen this repeatedly. The executives who succeed are not always the most qualified or well-connected. They are the ones who show up consistently, who network even when it is uncomfortable, refine their pitch after rejection, and maintain momentum when nothing seems to be happening. Too many people wait for the right moment or consider giving up too soon. A job search requires sustained effort. Those who persist are the ones who succeed.

The Question Leaders Avoid Before Making a Move

Before making a career shift, most leaders focus outward, on roles, opportunities, and timing. Far fewer examine how they are actually perceived. “How am I really perceived?” She believes many leaders assume they know, but they are not always right. Before making any career change, she advises conducting an audit. Seek feedback from trusted mentors, close networking connections, and people who will be fair but honest. Understand how you are actually perceived by your organization, your industry, and the market. Does it match what you think? Do you need to work on your gravitas, your style, your experience, or something else? This insight can shape whether development is needed before going to market, making the eventual transition more effective.