Written by Melvin Bosso
The cabin lights were dimmed to a soft gold, and the hum of the engines gave the whole space a low, steady heartbeat. In the front row of a long‑haul flight, two women sat facing each other in wide, private seats, a deck of cards and a small bowl of nuts between them.
Nanan Martin, silver‑haired and sharply observant, fanned her cards with the ease of someone who’d logged more miles in the air than most people had in their cars. Across from her, Miss Aykway tugged her laptop bag under the table, half tempted to pull out the slide deck she’d been polishing for weeks.
“Relax,” Nanan smiled, watching her. “The presentation will be there when we land.”
“That’s the problem,” Miss Aykway replied, half‑laughing. “The presentation is always there. New client, new steering committee, new ‘stretch’ role. I keep hearing I’m on track, but no one can explain what ‘on track’ actually means.”
Nanan laid a card on the table. “Sounds like you don’t have the right coaches.”
Miss Aykway raised an eyebrow. “I have a formal mentor, plus a sponsor who occasionally remembers my name. How many more do I need?”
“Three,” Nanan said. “And they’re not the ones HR assigns you. Think of them as three different positions at this card table: a navigator, a developer, and a sounding board. Most high‑performers stall out because they’re missing at least one.”
“Okay, now you’ve got my attention,” said Miss Aykway, leaning back as the flight attendant floated past with a tray of drinks. “Start with the navigator.”
1. The Firm Navigator: Playing the Political Game on Purpose
“The navigator,” Nanan began, “is the person who understands how decisions really get made, not how the org chart pretends they’re made.”
She gestured around the cabin. “See this flight? There’s a seating chart. But who gets upgrades, special treatment, extra favors—that’s determined by a whole different set of rules. Organizations are the same. On paper, there’s a process; in practice, there are unwritten rules, alliances, and timing.”
Research on office politics calls this political capital—the influence and goodwill you accumulate through relationships and visible contributions, which often plays a decisive role in promotions and high‑stakes assignments. People who understand this terrain don’t just work hard; they place their effort where it will be seen and championed by the right people.[1][2]
“So what does a navigator actually do?” asked Miss Aykway.
“They decode the map for you,” Nanan replied. “They’ll tell you which committees actually matter, which senior leaders have more power than their titles suggest, and where your work will create the most leverage.”
She gave an example.
“Years ago, I was doing solid project delivery, but no one important knew who I was. My navigator was a partner quietly building a new analytics‑driven transformation practice. He told me, ‘If you want to be visible, stop asking for any work and start asking for this kind of work.’ He pulled me into a high‑profile engagement with a global manufacturer—suddenly I’m in meetings with the CFO, co‑presenting the strategy.”
“That one project did more for my trajectory than three years of generic ‘good work’ ever could,” she said. “He didn’t just give me advice; he gave me access.”
“So the navigator is someone who’s already in those rooms and is willing to open the door a crack,” Miss Aykway summarized.
“Exactly. And they’re usually building something fast—new practice, new region, new offering. Their momentum becomes your platform if you align your efforts with their vision. The key is that they have both insight and influence.”
She paused, then added, “Without a navigator, you can unknowingly spend years playing the wrong game very well.”
2. The Personal Developer: Turning ‘High Potential’ into a Plan
The plane bumped softly as it cut through a stretch of turbulence. Miss Aykway tightened her grip on the armrest.
“Okay,” she said, “I think I’m only halfway covered there. What about the second coach—the developer?”
“The personal developer,” Nanan replied, “is the one who turns vague phrases like ‘partner material’ or ‘emerging leader’ into a concrete 12‑ to 24‑month roadmap.”
Professional coaching studies show that targeted, personalized development plans are far more effective than generic feedback in driving career progress. A good developer focuses on your strengths, aspirations, and context, then helps you design specific experiences that build toward your long‑term goals.[3][4]
“Think of it this way,” Nanan continued. “The navigator tells you where to show up. The developer helps you decide who you’re becoming when you get there.”
She dealt another hand of cards, then shared an example.
“At one point, I was known as a reliable jack‑of‑all‑trades. Nice reputation, terrible brand. My developer—another senior leader—said, ‘You’re spread too thin. What do you actually want to be famous for?’ It took weeks of conversation, but we landed on a clear positioning: ‘carve‑outs specialist with operational depth.’”
“Once that was clear, every key choice became easier. When two projects came up—one was a generic performance‑improvement engagement, the other a messy divestiture with supply‑chain complexity—she pushed me hard toward the second. It terrified me. New sector, global stakeholders, insane timeline. But that project became a signature case in my story.”
Personal development coaches help clients clarify their values, strengths, and desired direction, then align opportunities to those insights, which in turn boosts confidence and long‑term career satisfaction. Rather than reacting to whatever work appears, you start curating a portfolio that tells a coherent story about your capabilities.[4][3]
“So the developer is the one who nags you about your brand and your next stretch,” Miss Aykway said.
“Exactly. They’ll ask you uncomfortable questions like: ‘If someone introduced you in one sentence, what would you want it to be?’ Or, ‘What’s the one skill you need to upgrade in the next year to be credible at the next level?’ Then they make sure your assignments force you to answer those questions honestly.”
“And what if my manager is supposed to do that?” Miss Aykway asked.
“Managers should, but often they don’t,” Nanan said. “Their priority is delivery. A personal developer may be your manager, but often they’re not. Sometimes they’re in another practice, another office, even another company.”
“The real test is this: after a conversation with them, could you write down three concrete things you need to achieve in the next 12 to 24 months—and how each one builds your long‑term story? If not, you need a stronger developer.”
3. The Safe Sounding Board: A Confidential Space to Think
The cards were forgotten now; both women leaned into the conversation as the plane settled into cruise altitude.
“What about the third coach?” asked Miss Aykway. “You called them a sounding board—or a therapist?”
Nanan nodded. “Informally, yes. Coaching isn’t therapy, of course, but good coaching creates some of the same conditions: a non‑judgmental space, deep listening, and psychological safety to explore hard things.” Coaching experts emphasize that people need to feel psychologically safe before they can think freely, reflect honestly, and generate new ideas. Studies show that psychological safety strongly predicts learning behavior, creativity, and performance in teams, and it plays a similar role in one‑to‑one coaching relationships.[5][6][7][8]
“Your sounding board,” she continued, “is the person you can go to with the thoughts you’d never put in an email. The doubts, the missteps, the messy interpersonal stuff.”
“Like when your project lead is brilliant but toxic?” Miss Aykway asked.
“Exactly. I once worked with a senior manager who subtly undermined me in client meetings—contradicting me, re‑explaining my points, making jokes at my expense. Technically, he was excellent; politically, he was dangerous.”
“My sounding board was an older colleague who had zero stake in the situation. Over coffee, she let me vent, then calmly asked questions I didn’t want to answer: ‘What’s the evidence? What patterns do you see? How might you be enabling this?’”
“Together, we built a plan: keep a factual log of incidents, test a direct but respectful conversation with him, and if nothing changed, escalate with clear documentation. It was emotionally draining, but I felt steady because I had somewhere safe to process it all.”
Research highlights that trust, benevolence, and perceived competence are key foundations of psychological safety in coaching. When those elements are present, people are more willing to be vulnerable, which makes coaching conversations more impactful.[7][9][10][5]
“So the sounding board is less about strategy and more about sanity,” Miss Aykway said slowly.
“Sanity and perspective,” Nanan agreed. “They don’t fix your problems for you, but they help you see them cleanly enough that you can act. Without that safe space, people either explode at the wrong moment or silently burn out.”
Miss Aykway looked out the window at the endless clouds. “I can think of three colleagues right now who could have avoided meltdowns if they’d had someone like that.”
How the Three Coaches Work Together
The flight attendant returned to clear the empty glasses, and the cabin lights dimmed further as the aircraft chased the setting sun across time zones. Nanan shuffled the cards again, more out of habit than intention.
“Here’s the thing,” she said. “Most people over‑index on one coach and neglect the others. Maybe they have a great navigator who gets them into important rooms, but no developer—so they’re visible, but not distinctive. Or they have a brilliant developer but no navigator, so they evolve beautifully in a corner no one sees.”
“And without a sounding board,” she added, “even the most strategic career can quietly come apart.”
“So how do you know which one you’re missing?” asked Miss Aykway.
“Ask yourself three questions,” Nanan replied.
- “Do I understand how key decisions about promotions, assignments, and investments are actually made in my firm—and who influences them? If not, you lack a navigator.”
- “Could I describe my professional brand and next 12–24‑month priorities in two or three clear sentences? If not, you lack a developer.”
- “Do I have at least one person with whom I can talk honestly about work—politics, fears, mistakes—without editing myself for safety? If not, you lack a sounding board.”
She paused. “Ideally, you can name three different people who fill those roles. Sometimes one person covers two, but rarely all three.”
Miss Aykway nodded slowly. “I think I’ve been trying to make my formal mentor do everything, and then resenting them when they don’t.”
“That’s a common trap,” Nanan said. “Mentors and sponsors are roles the organization recognizes. These three coaches are roles you design for yourself.”
Putting the Framework into Practice
The cabin grew quieter as other passengers settled into movies or sleep. Miss Aykway pulled out a notebook instead of her laptop.
“All right,” she said. “If I wanted to start building this trio before we land, what would I do?”
Nanan smiled. “Good. Let’s make it practical.”
“For a navigator,” she said, “look for someone who:
- Sits close to real decision‑makers.
- Is visibly building or leading something with momentum.
- Has a reputation for straight talk, not just smooth talk.
Invite them for a short virtual coffee, ask curious questions about how decisions are made, and offer help on initiatives that matter to them. You earn navigators with useful contributions, not flattery.”
“For a developer, look for someone who:
- Is genuinely interested in talent.
- Asks strategic questions about people’s trajectories.
- Has a strong track record of developing others, not just themselves.
With them, be honest about your ambitions. Share your draft ‘one‑sentence brand’ and ask for feedback. Let them help you choose stretch roles that align with that direction.”
“And for a sounding board,” she continued, “choose someone who:
- Has no direct stake in your evaluations or promotions.
- Demonstrates good judgment and discretion.
- Listens more than they talk.
You’ll know it’s the right person if, after you talk, you feel calmer and clearer, even if nothing external has changed.”
Studies on coaching leadership show that when leaders combine direction, relationship, feedback, and development with high psychological safety, they significantly boost innovation and performance among their teams. You can apply the same logic to your personal board of coaches: seek people who challenge you, open doors, and make it safe to think.[6][11]
The Conversation Before Landing
An announcement crackled through the speakers: the plane would begin its descent in thirty minutes. Outside the window, city lights flickered like a scattered constellation.
Miss Aykway closed her notebook, now filled with names, question marks, and arrows. “So, navigator, developer, sounding board,” she recapped. “Three different people, three different jobs.”
“Right,” Nanan said. “Navigation gets you into the right rooms. Development makes sure you’re the right person when you get there. And the sounding board keeps you whole enough to enjoy any of it.”
She slid the deck of cards back into its case. “Most careers drift. The ones that don’t are usually guided—quietly—by people playing these three roles.”
The wheels touched down with a soft thud. As the plane taxied to the gate, passengers stirred, phones lit up, and reality rushed back in.
“You know,” Miss Aykway said, slinging her bag over her shoulder, “I boarded this flight thinking I needed a better performance review. Turns out I need three better coaches.”
Nanan chuckled. “Performance reviews are what the system gives you. Coaches are what you give yourself.”
The seatbelt sign pinged off. The two women joined the slow shuffle toward the exit, stepping back into a world of meetings, metrics, and milestones—armed now with a new map, and a clearer sense of who they needed at their metaphorical card table.
Sources
[1] Mastering the Game of Office Politics: Strategies for Career https://www.c-suite-strategy.com/blog/mastering-the-game-of-office-politics-strategies-for-career-advancement
[2] The Unwritten Rules: Navigating Office Politics – Workright https://workright.ca/the-unwritten-rules-navigating-office-politics/
[3] How a Personal Development Coach Helps You Navigate Career … https://davidacaren.com/personal-development-coach-helps-you-3/
[4] Mastering Your Career: How Personalized Coaching Drives Success https://wendemycoaching.com/blog/mastering-your-career-how-personalized-coaching-drives-success
[5] The Impact of Psychological Safety on Coaching – HRPA https://www.hrpa.ca/hr-insights/the-impact-of-psychological-safety-on-coaching/
[6] The Power of Psychological Safety: Investigating its Impact on Team … https://openpsychologyjournal.com/VOLUME/16/ELOCATOR/e187435012307090/FULLTEXT/
[7] Coaching and Psychological Safety https://psychsafety.com/coaching-and-psychological-safety-listening-trust-and-letting-go-of-control/
[8] Psychological Safety: Creating a Transformative Culture in a Faculty … https://pmc.ncbi.nlm.nih.gov/articles/PMC11360255/
[9] Team coaching can enhance psychological safety and drive … https://www.sciencedirect.com/science/article/abs/pii/S0090261618300871
[10] Coaching Through Psychological Safety and Trust with … https://www.regent.edu/wp-content/uploads/2022/10/Regent-Research-Roundtables-2022-Professional-Coaching-Whelan.pdf
[11] A Study on the Effects of Coaching Leadership on Psychological Safety and Innovation Behavior https://www.kci.go.kr/kciportal/ci/sereArticleSearch/ciSereArtiView.kci?sereArticleSearchBean.artiId=ART002956941
[12] IMG_3932.jpeg https://ppl-ai-file-upload.s3.amazonaws.com/web/direct-files/attachments/images/12616336/97fbdbb8-7b43-48e4-8298-fff4984a9f5b/IMG_3932.jpeg?AWSAccessKeyId=ASIA2F3EMEYE2V5DUKC2&Signature=uMRPEBW7w8Cr6RbECnrl3w5q6ck%3D&x-amz-security-token=IQoJb3JpZ2luX2VjEOv%2F%2F%2F%2F%2F%2F%2F%2F%2F%2FwEaCXVzLWVhc3QtMSJHMEUCIB%2FzuTc2KcvaWeIfKNEYD9SejvaWHblCur3RsudQJVrcAiEAh2Mft0un72teOX7u32jKD%2FvWkJkBZDf7xVOhm7wQG%2Bgq%2FAQIs%2F%2F%2F%2F%2F%2F%2F%2F%2F%2F%2FARABGgw2OTk3NTMzMDk3MDUiDLZTNOAR0Gp5F3Q8lyrQBBRJmCnDHaoVnx85CHRpGpLwtu%2FC6aGRJwJJjw0WZ22Yid4Zp18nONCMl9RQCIMEbJdDdt1chCu2gwQXTYX8pXXwplqvCAz5ICOy2bsWovN3Zzoo6GHdZzpgXedL7YHw9Ijn8cuPnRzT8AuG6JUjeN7F2s2CqJh4AgKSWX2s3PZcR3MBh5RMqd5%2BX%2BFx4cg6w7RDueK0%2B4DKS7Bc1hVE9Shq9EswBSOZsavODOQJsUI5yVfmYJ47MPEiMQn%2FF%2BSsr6qpq0Ls%2FlFMNRbbp2yKNg1ZSR7nGU%2BXM2TNoJ87p0G1Um%2BbTuH%2B9jthpRGYQoJP67hpMNiDmlhb8Ztk5xCZQ43VcSdXrtPwbh0tHtqtfJwIco33Yhk3dKiB9tyhTlasBODp%2FeXsGVfuXQiYeFVFNlxtQQ4hEo3Mvp%2FwZuzltH376Gb8EqQh%2F8oqocTKLBP1AqrYvFEFa8Gl017Cv24Et4E2qR2xJCP7h%2F7SJ7hK7guEcB5SvF%2FF6TtIlNjJPFjDVmT%2BKTbI5K8DjwoNsey3pRTfeukE4Ustqppth38rHyNzbF2oUDqQDlMZ%2BSZXhyIEPMAtNHBS2Ht2hFv%2FpkqXt1IfLx2BNR7v5zLJNvjUSLr5cIf2v1LkYpByPpEqXlPlbw0H%2Fl1Vi%2FS%2BH%2F0XsiTuYL%2BJBCiJQsR%2FPQ878LY84cgKsCTzN83jFN05%2F3E8xTvHT4jQBuBd4cxID6bV4RebbdvEwVo8EHvbsneExcC7xVt54aBMULrwB%2FMPlQdij25H24%2Fp2ARGo8H%2BwHwad2HeMtMwp4%2BgzQY6mAG%2Fq0JTLO4jKmMQwQxl0nyA6yj7gps3Xwi6xap79Kjuhr8AECxX2jRoYoala48RDxWvn4n%2B4NMwQl4FO%2F3EbxL6MUtDa4dNelOr97yjHRhOB3fpxhd%2Bzolm1nPrwAvvrOC%2BMXJ317ODPiYWegnKiteFpnSdH4bJ9Gn%2FT%2BN74u%2B3d2tCpclhPHM%2FxoHxndAiFk9V9YyEmJngUA%3D%3D&Expires=1772622820
[13] Psychological safety and the critical role of leadership development https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/psychological-safety-and-the-critical-role-of-leadership-development
[14] The Unspoken Rules: Mastering The Hidden Political Game … https://angieconnect.com/politics-in-the-workplace/the-unspoken-rules-mastering-the-hidden-political-game-everyones-playing-at-work/
[15] Career Clarity Coaching – Transform Your Professional Journey https://careerclaritycoaching.xyz
[16] Mastering the Hidden Political Game Everyone’s Playing at Work https://www.linkedin.com/pulse/unspoken-rules-mastering-hidden-political-game-playing-angie-morgan–vbupc
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