Choosing Alignment over Comfort: A Journey into Sustainable Leadership

Earlier this year, I found myself unexpectedly displaced from a leadership role I had grown into and believed in. Not long after, I made the decision to move across the country for a new position, one that required more courage than certainty. Leaving the job I moved for did not come easily. I was surrounded by capable colleagues and meaningful work. On paper, it was stable. In practice, something had shifted.

Over time, I recognized a widening gap between my values and the structure of my professional life. What once felt like stability began to feel restrictive. Flexibility, autonomy, and space for creative leadership (qualities I now recognize as essential for effective leadership) were increasingly absent. I wasn’t burned out. I was misaligned.

When a new opportunity emerged, it challenged me to rethink what “risk” actually means in leadership. The role offered trust, latitude, and the chance to implement change rather than simply manage it. Stepping into uncertainty was uncomfortable, but clarity helped. I evaluated what mattered most: how I use my time, how leadership is practiced, and whether systems allow innovation to take root. Choosing growth over familiarity has been one of the most consequential (and fulfilling) decisions of my career.

Flexibility as a Professional Priority

For me, flexibility is not a perk or a scheduling accommodation. It’s a leadership stance. While remote work options matter, flexibility is ultimately about trusting professionals to do their work in ways that make sense for their roles, their teams, and the communities they serve. In my current position, I’ve been given the latitude to address leadership challenges with both creativity and accountability as well as adapting strategies to organizational realities while working in a way that is sustainable.

This kind of trust is not just affirming; it’s effective. Research consistently links flexible work structures to higher job satisfaction, lower burnout, and improved retention, particularly in high-stress fields such as healthcare and public service (Mastracci & Hsieh, 2016). More importantly, flexibility creates the conditions for innovation. When leaders reduce unnecessary rigidity, professionals are more willing to take initiative, test new approaches, and engage fully with complex problems.

Organizational cultures that support flexibility send a clear message: we trust our people. That trust strengthens decision-making, increases accountability, and ultimately improves outcomes. In public-sector environments where demands are constant and resources are limited, flexibility isn’t a luxury, it’s a strategic leadership tool.

Having the Courage to Advocate for What You Need

Identifying professional priorities is only the first step. The harder work is articulating them- clearly and without apology. In government and public service roles, where collaboration and self-sacrifice are often prized, advocating for personal needs can feel uncomfortable or even risky. Yet clarity about what allows leaders to perform well is not indulgent; it’s foundational.

Advocacy begins with self-knowledge and professional framing. When leaders understand what they need to operate effectively, they can communicate those needs in ways that strengthen and not undermine organizational outcomes. During the interview process for my current role, I chose to be transparent about my need for remote work flexibility and creative autonomy. I did not present these as preferences, but as conditions that would enable stronger leadership, better decision-making, and sustained performance.

This distinction matters. Research published in Harvard Business Review suggests that leaders who articulate personal boundaries while explicitly linking them to team and organizational effectiveness are more likely to earn trust and support (Lips-Wiersma et al., 2020). Asking for what you need is not a retreat from commitment. In leadership a strategic act models clarity, accountability, and respect for sustainable work.

Practical Strategies for Advocating for What You Need

As leaders reflect on priorities, often prompted by a new year or a career transition, advocacy becomes a practical skill, not an abstract ideal. The following strategies helped me clarify and communicate what I needed to lead effectively, and they translate well to public-sector environments.

First, define your non-negotiables. Limit these to two or three elements that are essential for sustained performance—such as flexibilit