|
I was coaching someone recently who had a lot going for him. Bilingual. Sharp. International experience. He had been connecting Fortune 500 executives with consulting clients at firms like McKinsey and BCG, and through that work, he got a front-row seat to how important supply chain and procurement are to the biggest companies in the world. That experience sparked a real interest in building a career in the field.
He had interviews lined up. Companies were interested. One opportunity in particular was with a well-known firm in the semiconductor space, which is one of the fastest growing industries out there. The role was solid. The trajectory was real.
But when we started talking, I could tell something was holding him back.
It wasn't his skills. It wasn't his resume. It was the move itself. Taking the role would mean relocating to a completely new environment. Leaving behind everything familiar. Starting over in a place where he didn't have a built-in support system. He was thinking about all the things that could go wrong. The cultural adjustment. The uncertainty. The risk of it not working out.
So I asked him one question: what's the worst case scenario?
He paused. And then he said it out loud. If it doesn't work out, he goes back to what he was doing before. That's it.
And that's when the shift happened. Because once you name the worst case and realize it's survivable, the fear loses its grip.
|