A reader wrote something a few weeks ago that I haven’t been able to put down. He’d retired after twenty-five years in a senior seat. And what he reported wasn’t the triumph or the grief you might expect. It was quieter and stranger than that. The organization hadn’t collapsed. Nobody had called with a problem that only he could solve. The place he’d given a quarter-century to had simply carried on, competently, without him. He offered it as perspective, gently. It landed on me as something closer to a warning, because it named a question most operators never ask until the moment they can no longer avoid it. Who are you without the job? For most of a career, that question doesn’t even parse, because “what do you do” and “who am I” are the same answer. Ask a senior operator who they are and they’ll tell you their role. Not what they did on the way to it, not what they care about, not the person underneath. The title. The role isn’t something they do. Over enough years, it’s something they’ve become, and the becoming is so gradual that nobody notices it happening. It’s an efficient arrangement, while it lasts. The role answers a lot of hard questions cheaply. Why does my day matter, what am I for, where do I stand relative to other people, am I doing well. The title answers all of it without you having to think about it, which is exactly why it’s so easy to let it. You outsource your sense of self to your function, and the function pays out reliably, right up until it stops. Then the role is gone. Not always by retirement. A restructure, an exit, a pause between things, the pivot that the Cycle sends to almost everyone eventually. And when it goes, two things arrive together, and they’re very different in weight. The first is easy, even freeing, once the sting passes. The organization is fine. You were more replaceable than your calendar implied, than the number of people who needed you by end of day implied, than the sheer density of your own importance implied. That’s humbling, but it’s mostly good news, because the belief that you were indispensable was never true and was quietly costing you — it’s a large part of what kept you from ever stepping back. Finding out the machine runs without you is the release of a burden you’d been carrying as if it were a status symbol. The second is harder, and it doesn’t pass on its own. You are not entirely sure who you are now. The thing that answered “who am I” for twenty-five years has been switched off, and if you never built an answer that wasn’t the role, the silence where it used to be is genuinely disorienting. People describe it as feeling invisible, or unmoored, or like they’ve lost not a job but a self. Because in a real sense they have. They’d let the self and the role fuse, and only one of them left the building. Here’s what I think the reader was actually telling me, underneath the calm. The work required to have a self that survives the job has to be done while you still have the job, because afterward is too late and you won’t have the materials. It’s the same shape as the piece I wrote earlier this month about building capital the employer doesn’t own except the asset here isn’t money or network. It’s identity. A life, an interest, a relationship, a source of meaning, a sense of who you are that doesn’t route through your business card. Something that would still be there, and still answer the question, when the title is switched off. I’m not writing this from the far side of it, and I want to be honest about that. I’m still in the seat, and the seat is still doing a lot of the work of telling me who I am, more than I’d like to admit. The reader’s note landed the way it did precisely because I recognized the fusion in myself. But I’ve started asking the question deliberately, on purpose, before circumstances ask it for me. When the role is gone and one day it will be, who’s left? If the honest answer is “I’m not sure,” that’s not a problem to solve after the exit. It’s a problem to work on now, while there’s still a person here who isn’t only the job. None of this is an argument for caring less about the work. Pour yourself in. Just don’t pour all of yourself in, because whatever you don’t keep, the role will happily take, and it will hold onto it right up until the day it hands you back nothing but an empty office and a badge that no longer opens the door. The job will give you a title, a calendar, and a ready answer to “what do you do.” It will not give you back the person who existed before it. That one, you have to keep yourself. --- About Pi of Leadership We translate complexity into signal, helping leaders see what is changing, what it means, and where attention is required before risk compounds or opportunity passes. If you’re new to Pi of Leadership, you can follow for free to get future issues or paid to expanded views for actionable guidance. Subscribe now --- Leave a comment Share Pi of Leadership by PIOL ---

A reader wrote something a few weeks ago that I haven’t been able to put down. He’d retired after twenty-five years in a senior seat. And what he reported wasn’t the triumph or the grief you might expect. It was quieter and stranger than that. The organization hadn’t collapsed. Nobody had called with a problem that only he could solve. The place he’d given a quarter-century to had simply carried on, competently, without him. He offered it as perspective, gently. It landed on me as something closer to a warning, because it named a question most operators never ask until the moment they can no longer avoid it. Who are you without the job? For most of a career, that question doesn’t even parse, because “what do you do” and “who am I” are the same answer. Ask a senior operator who they are and they’ll tell you their role. Not what they did on the way to it, not what they care about, not the person underneath. The title. The role isn’t something they do. Over enough years, it’s something they’ve become, and the becoming is so gradual that nobody notices it happening. It’s an efficient arrangement, while it lasts. The role answers a lot of hard questions cheaply. Why does my day matter, what am I for, where do I stand relative to other people, am I doing well. The title answers all of it without you having to think about it, which is exactly why it’s so easy to let it. You outsource your sense of self to your function, and the function pays out reliably, right up until it stops. Then the role is gone. Not always by retirement. A restructure, an exit, a pause between things, the pivot that the Cycle sends to almost everyone eventually. And when it goes, two things arrive together, and they’re very different in weight. The first is easy, even freeing, once the sting passes. The organization is fine. You were more replaceable than your calendar implied, than the number of people who needed you by end of day implied, than the sheer density of your own importance implied. That’s humbling, but it’s mostly good news, because the belief that you were indispensable was never true and was quietly costing you — it’s a large part of what kept you from ever stepping back. Finding out the machine runs without you is the release of a burden you’d been carrying as if it were a status symbol. The second is harder, and it doesn’t pass on its own. You are not entirely sure who you are now. The thing that answered “who am I” for twenty-five years has been switched off, and if you never built an answer that wasn’t the role, the silence where it used to be is genuinely disorienting. People describe it as feeling invisible, or unmoored, or like they’ve lost not a job but a self. Because in a real sense they have. They’d let the self and the role fuse, and only one of them left the building. Here’s what I think the reader was actually telling me, underneath the calm. The work required to have a self that survives the job has to be done while you still have the job, because afterward is too late and you won’t have the materials. It’s the same shape as the piece I wrote earlier this month about building capital the employer doesn’t own except the asset here isn’t money or network. It’s identity. A life, an interest, a relationship, a source of meaning, a sense of who you are that doesn’t route through your business card. Something that would still be there, and still answer the question, when the title is switched off. I’m not writing this from the far side of it, and I want to be honest about that. I’m still in the seat, and the seat is still doing a lot of the work of telling me who I am, more than I’d like to admit. The reader’s note landed the way it did precisely because I recognized the fusion in myself. But I’ve started asking the question deliberately, on purpose, before circumstances ask it for me. When the role is gone and one day it will be, who’s left? If the honest answer is “I’m not sure,” that’s not a problem to solve after the exit. It’s a problem to work on now, while there’s still a person here who isn’t only the job. None of this is an argument for caring less about the work. Pour yourself in. Just don’t pour all of yourself in, because whatever you don’t keep, the role will happily take, and it will hold onto it right up until the day it hands you back nothing but an empty office and a badge that no longer opens the door. The job will give you a title, a calendar, and a ready answer to “what do you do.” It will not give you back the person who existed before it. That one, you have to keep yourself. --- About Pi of Leadership We translate complexity into signal, helping leaders see what is changing, what it means, and where attention is required before risk compounds or opportunity passes. If you’re new to Pi of Leadership, you can follow for free to get future issues or paid to expanded views for actionable guidance. Subscribe now --- Leave a comment Share Pi of Leadership by PIOL ---

A reader wrote something a few weeks ago that I haven’t been able to put down. He’d retired after twenty-five years in a senior seat. And what he reported wasn’t the triumph or the grief you might expect. It was quieter and stranger than that. The organization hadn’t collapsed. Nobody had called with a problem that only he could solve. The place he’d given a quarter-century to had simply carried on, competently, without him. He offered it as perspective, gently. It landed on me as something closer to a warning, because it named a question most operators never ask until the moment they can no longer avoid it. Who are you without the job? For most of a career, that question doesn’t even parse, because “what do you do” and “who am I” are the same answer. Ask a senior operator who they are and they’ll tell you their role. Not what they did on the way to it, not what they care about, not the person underneath. The title. The role isn’t something they do. Over enough years, it’s something they’ve become, and the becoming is so gradual that nobody notices it happening. It’s an efficient arrangement, while it lasts. The role answers a lot of hard questions cheaply. Why does my day matter, what am I for, where do I stand relative to other people, am I doing well. The title answers all of it without you having to think about it, which is exactly why it’s so easy to let it. You outsource your sense of self to your function, and the function pays out reliably, right up until it stops. Then the role is gone. Not always by retirement. A restructure, an exit, a pause between things, the pivot that the Cycle sends to almost everyone eventually. And when it goes, two things arrive together, and they’re very different in weight. The first is easy, even freeing, once the sting passes. The organization is fine. You were more replaceable than your calendar implied, than the number of people who needed you by end of day implied, than the sheer density of your own importance implied. That’s humbling, but it’s mostly good news, because the belief that you were indispensable was never true and was quietly costing you — it’s a large part of what kept you from ever stepping back. Finding out the machine runs without you is the release of a burden you’d been carrying as if it were a status symbol. The second is harder, and it doesn’t pass on its own. You are not entirely sure who you are now. The thing that answered “who am I” for twenty-five years has been switched off, and if you never built an answer that wasn’t the role, the silence where it used to be is genuinely disorienting. People describe it as feeling invisible, or unmoored, or like they’ve lost not a job but a self. Because in a real sense they have. They’d let the self and the role fuse, and only one of them left the building. Here’s what I think the reader was actually telling me, underneath the calm. The work required to have a self that survives the job has to be done while you still have the job, because afterward is too late and you won’t have the materials. It’s the same shape as the piece I wrote earlier this month about building capital the employer doesn’t own except the asset here isn’t money or network. It’s identity. A life, an interest, a relationship, a source of meaning, a sense of who you are that doesn’t route through your business card. Something that would still be there, and still answer the question, when the title is switched off. I’m not writing this from the far side of it, and I want to be honest about that. I’m still in the seat, and the seat is still doing a lot of the work of telling me who I am, more than I’d like to admit. The reader’s note landed the way it did precisely because I recognized the fusion in myself. But I’ve started asking the question deliberately, on purpose, before circumstances ask it for me. When the role is gone and one day it will be, who’s left? If the honest answer is “I’m not sure,” that’s not a problem to solve after the exit. It’s a problem to work on now, while there’s still a person here who isn’t only the job. None of this is an argument for caring less about the work. Pour yourself in. Just don’t pour all of yourself in, because whatever you don’t keep, the role will happily take, and it will hold onto it right up until the day it hands you back nothing but an empty office and a badge that no longer opens the door. The job will give you a title, a calendar, and a ready answer to “what do you do.” It will not give you back the person who existed before it. That one, you have to keep yourself. --- About Pi of Leadership We translate complexity into signal, helping leaders see what is changing, what it means, and where attention is required before risk compounds or opportunity passes. If you’re new to Pi of Leadership, you can follow for free to get future issues or paid to expanded views for actionable guidance. Subscribe now --- Leave a comment Share Pi of Leadership by PIOL ---

1) Euphoria → 2) Gap Years → 3) Geezerhood

She loves sushi and weighs 1,000 pounds

Money, mediocrity, the entropy of aging, myths of meaning, and yes … the inescapable Reaper.

YouTube video by Robert's Active Retirement

In about three weeks it will have been 6 years that I retired. I worked some after retirement but that tapered off to nothing after a couple of years, mostly by my choice. I started in 1...