Excerpt from The  Waiting Game

Author’s Preface

Pull up a chair — we need to talk. Oh wait, looks like there aren’t any left... Alright then, let’s just make ourselves comfortable on the floor. Welcome to the waiting room.

Does this sound familiar?
You’ve spent years climbing the career ladder pulling 70-hour weeks, acing meetings, crafting strategies, consistently exceeding targets, and tackling every challenge thrown your way.

And then suddenly, you’re up there, almost at the top but it’s quiet. The music’s stopped. No chair, no plan; just a large paycheck and that nagging feeling that this can’t be all there is. Instead of gazing out over the promised land, you’re staring at a queue. Welcome to the no man’s land between “almost there” and “rien ne va plus.”

This book is for everyone who knows exactly what I’m talking about the high performers, the “top talents,” the A-players who suddenly find themselves in a strange grey zone. A kind of business class with lounge access but no departure time.

It’s for all those asking themselves, “Was that it?” And it’s also for companies willing to face this uncomfortable truth and search for real solutions.

One thing I can promise you: This book won’t be comfortable. It will challenge you, maybe even provoke you a little.
But above all, it will make you think, act, and stop accepting The Waiting Game as inevitable.

I wrote this book because the illusion persists that hard work alone will get you there.

Cornelia


Part A: Understanding the Waiting Game
1. Welcome to the Career Limbo – Why We’re All Here

It’s not the sudden layoff or the dramatic career crash. No, this limbo is far more subtle. The climb slows down, the rules of the game begin to shift, or they dissolve altogether without anyone ever sending out a memo. While you’re still wondering when the next big opportunity will arrive, an entirely different system has already taken hold: a system of waiting.

Careers in the corporate world are usually linear: learn, perform, grow, move up — at least in the early years. But one day, you run into an invisible ceiling. Companies struggle to further develop top talent when there is no obvious next role. Leaders like you, who were celebrated as high potentials only yesterday, suddenly find themselves in a holding pattern and highly paid, but without strategic relevance.

And then something happens that few will admit: you settle in. The comfort zone becomes the new reality. You get used to the salary, the perks, the prestige. You calm down, play along with this new game no rules, and rarely dare to look outward or inward.

The standstill isn’t just a structural issue within companies; it’s also a mental one within the executive. Certain mechanisms keep us locked into the status quo:
  • The illusion of security: The pay is good, the role respected, the lifestyle comfortable. Why risk losing it all?
  • Group dynamics: Everyone around you is doing the same thing. Complaining together is easier than moving alone in a new direction.
  • Shifted self-perception: Once you chased challenges now you seek validation. Success is defined less by performance and more by belonging.

The result: years pass, and you don’t move an inch.

However, you do have a choice. You can recognize what has happened and consciously decide how you want to move forward.

In the chapters ahead, we’ll explore why so many talented professionals end up in this waiting game, which structural and psychological factors reinforce the problem, and which mechanisms prevent change from happening. It’s time to see clearly what’s really at play here. Because only those who understand the system can learn how to escape it.


1.1. Musical Chairs: The Truth About the Career Ladder

Building a career often feels like taking part in a dynamic, but fair, game. As long as the music plays, everything seems to work — new projects, greater responsibilities, larger budgets. It feels like you’re on the right path.

What tends to go unnoticed is that with every round, one chair disappears. And while you’re focused on your own run, you hardly notice that the space is getting tighter. Only when the group becomes smaller does the reality of the game become visible with competition and limited few seats.

And then the reality hits: the music stops and no free chair left. In the ideal scenario, a seat would now be waiting: a promotion, a new project, or a logically fitting next role. But in reality, the chair either doesn’t exist anymore or is already occupied.


When the Rules Suddenly Disappear
The rules you’ve played by for years suddenly seem irrelevant. You’ve delivered results, been reliable, exceeded expectations — and yet nothing happens. The expected next step simply doesn’t come. So what happened?

In the children’s game of musical chairs, everyone knows the rules: one chair is removed each round, and the players know what to expect. But in corporate life, the rules start to dissolve. There’s no clear “now it’s your turn.” The chairs no longer vanish in an orderly way — they just seem to disappear into thin air.

Maybe because …
… your boss isn’t retiring yet.
… your department is being restructured, and your role has been “strategically realigned.”
… an external candidate is brought in for “fresh perspective.”
… there simply aren’t enough top-level roles to accommodate all the talent.

You haven’t failed. You’ve only overlooked one thing: you’re playing in a system where the rules aren’t written for you — they’re written for the company.


The Rules of the Game — According to Research
A study by Stefan Zimmermann at the ZBW – Leibniz Information Centre for Economics examined whether top leadership roles should ideally be filled internally or externally. His research identified the following patterns:
  • Company size: Large companies benefit more from internal appointments because of better information flow and specific human capital.
  • Company performance: Successful companies tend to promote from within, while those struggling are more likely to bring in outsiders for a reset.
  • Growth: Rapid growth favors external hires, as fresh skills are needed and the impact on internal motivation is smaller.
  • Market dynamics: In highly dynamic environments, external managers may be required to respond to change.

So what does this mean for you? If you work in a large and successful company, your internal chances are better. But if the company is struggling, growing rapidly, or facing high volatility, expect external hires to be favoured. The bottom line: look closely at your organization to assess your real chances of landing the next available seat.


When Performance Isn’t Enough
At a certain point, performance stops being the differentiator. At this level, all the players are top performers. But those who make it all the way to the top do so by playing to different rules:
  • Network beats performance: Connections matter more than achievements alone.
  • Visibility counts more than effort: If nobody knows you’re there, you may as well not be.
  • Timing is everything: Not the best person wins, but the one in the right place at the right time.
  • Risk-taking outshines experience: Those who only take the safe path are left behind.

It’s no longer just about what you deliver. It’s about timing, networks, and invisible factors far beyond personal competence.
While you’re still analyzing why nothing is moving, the music starts playing again — and the remaining chairs are being offered to others.


Why We Didn’t See It Coming
We are conditioned to see careers as logical, predictable processes. From early on, we’re taught the so-called golden rules of professional success:

  • Work hard, and you’ll be rewarded.
  • Keep growing, and you’ll rise
  • Be loyal, and your turn will come.

These lessons don’t stop at school or university — organizations themselves keep them alive. Talent programs, high-potential initiatives, structured career paths: all encourage effort, responsibility, and strategic self-development, with the unspoken promise of upward mobility.

And it works — at least in the beginning. Early career steps still follow some kind of logic: prove yourself, and you get more responsibility; succeed, and you get a bigger team. Progress seems almost mechanical: effort brings advancement.

But here’s the reality that stays unspoken: at some point, the predictability stops. The higher you climb, the less the automatic rules apply. Hard work alone isn’t enough. Knowledge alone isn’t enough. Even an impressive track record doesn’t guarantee the next step. The problem is: nobody prepares us for this.
Most executives discover too late that they weren’t preparing for a promotion — they were preparing for an illusion.


The Illusion of Control
Why do we fail to recognize the signs? Because we fall for the illusion that careers can be fully controlled with hard work and smart strategy. Of course, there are moments when we influence our trajectory. But the higher we climb, the more external forces come into play:

  • Political decisions inside the company
  • Market changes and restructurings
  • Strategic shifts that make whole career paths obsolete overnight
  • Personal ambitions and agendas of bosses and mentors

All of these factors can disrupt what once felt like a secure career path. Since achievement was measurable up to a certain point, many fail to see when they’ve stepped into a game with new rules.


Why the System Doesn’t Work
Companies do little to prepare executives for these uncertainties. Why? Because it’s easier if everyone believes that loyalty and performance will pay off in the long run:

  • Loyalty retains talent: Those who trust that effort will be rewarded are less likely to leave.
  • Performance is predictable: If managers believe advancement is only a matter of time and effort, they work harder and sustain productivity.
  • The system benefits from the waiters: As long as people hope for an internal promotion, they rarely leave — and don’t complain, if there’s at least a vague promise.

Another decisive factor: in many companies, there are no dedicated development programs for top-level leaders. The mandate for this simply doesn’t exist. HR pushes responsibility to the CEO, and the CEO, overloaded with daily business, pushes it aside.


1.1. The Invisible Glass Ceiling

Anyone pursuing a career will eventually encounter the infamous glass ceiling. Originally, this term came from gender equality discussions and described the invisible but very real barrier that prevented women despite qualification, performance, and experience from reaching the highest leadership levels.
Today, however, the glass ceiling goes far beyond gender. The share of women on the executive boards of DAX-listed companies, for example, has risen from just 0.5% in 2008 to 25.9% in 2024.
The glass ceiling now affects anyone who, at some point, hits an invisible limit where performance alone no longer suffices. Professionals who have followed all the traditional steps, proven themselves, and been considered “high potentials” internally may still find themselves stuck, realizing one day: there’s no way forward.


The Invisible Barrier That Can Affect Anyone
This barrier can appear in different forms:
  • You may have been on a clear upward path for years, collecting promotion after promotion, but suddenly, your title doesn’t change while others surpass you.
  • You might be taking on ever-greater responsibilities without the official promotion or the financial benefits that should come with them.
  • Or you notice that the most critical roles are consistently filled by external hires, bypassing internal candidates who have climbed every rung of the ladder.

The glass ceiling affects:
  • Women, who despite proven expertise, don’t progress beyond a certain level.
  • Men, who may hold pivotal roles but never gain access to the company’s true inner circle.
  • Senior employees, whose age or long tenure is seen as “set” rather than as potential for advancement.
  • Second-tier leaders, indispensable to the business but never breaking into the top ranks.

The truth is: the glass ceiling doesn’t impact everyone equally, but it can impact anyone.


The Illusion of Open Doors
The biggest trap with the glass ceiling is its invisibility. Unlike formal selection processes, where criteria for success are clear, organizations often maintain the illusion that everyone can rise to the top as long as they work hard enough. But this assumption is flawed.
Careers initially appear linear: you gain experience, take on bigger responsibilities, lead larger teams and budgets. Each step seems a natural continuation of the previous one. But the higher you climb, the less the model resembles a simple ladder.
At some point, you realize that your career ladder may be leaning against the wrong wall. After years of effort, you reach the top rungs only to discover: there is no next step. Some recognize this early and adjust course. Others cling to the top rung, unwilling to accept that they’ve reached a dead end.
The glass ceiling is neither fair nor transparent. No one will ever say outright, “Sorry, there’s no path forward for you.” Instead, you’ll hear vague signals:
  • “Now isn’t the right time.”
  • “Perhaps you need to prove yourself in other areas first.”
  • "We need you right where you are.”
The result? A waiting loop, where people continue to hope the door will eventually open. But here lies the core misconception: not every door is open to everyone—no matter how much you want to believe it. The real question is: will you accept this, or will you look for another door?


Politics and Power Structures: Who Really Decides?
On paper, promotions depend on objective criteria: performance, experience, leadership skills. In reality, political games, unspoken rules, and personal interests often determine who advances and who remains in limbo.
At the top, decisions are rarely based on pure merit. Leadership levels operate as power structures with their own laws. Future executives are often chosen long before official selection processes—even behind closed doors, among a select group of decision-makers.
  • Some departments are seen as “career dead ends.” Stay too long, and you disappear from the radar.
  • Some leaders deliberately block candidates to protect their own power.
  • Informal networks make the real decisions, often well before a role is posted.
If you don’t understand these mechanisms, you risk falling behind. Advancement is less about performance—and more about being perceived as someone destined to advance.


The Inner Circle: Why Networks and Sponsorship Matter More Than Expertise
Every company has an inner circle, an exclusive club where strategy is shaped, successors are discussed, and the future is planned. If you’re not part of these discussions, you won’t be considered for top roles.
Entry into this club isn’t based on skill alone, it’s based on relationships. Doing excellent work isn’t enough; you must also be visible and supported by influential sponsors.
  • Networks outweigh expertise: regular interactions with decision-makers build visibility.
  • Company culture matters: some reward aggressive self-promotion, others value discreet loyalty.
  • Unwritten rules apply: those who ignore them risk being sidelined indefinitely.

Gudrun Hippic of the Galileo Institute in Cologne describes this as a “shark tank,” where political maneuvering and alliances are critical. Success here isn’t only about performance, but also about strategic networking and sponsorship.


Who Breaks Through—and Who Stays Below?
Not everyone hits the glass ceiling. Some breakthrough. What sets them apart? There’s no official recipe—but certain patterns emerge.


Mentors vs. Sponsors
A mentor gives advice. A sponsor speaks your name in the critical meeting when a major role is being decided. True career breakthrough is often depend on having a sponsor—someone senior who actively opens doors, not just guides from the sidelines.


Strategic Career Moves
Breaking through the glass ceiling requires more than waiting for the next promotion. Key moves include:
  1. Lateral Moves: Switching functions without promotion to demonstrate versatility and broaden perspective.
  2. Geographic Mobility: Willingness to relocate can be a decisive factor, staying in one place often leads to invisibility.
  3. Special Projects: Visibility through high-profile, strategic initiatives is critical. Without them, you may be seen as reliable, but not top-management material.

The “Chosen Few”
Ultimately, there’s always a small group being groomed for the top, the “chosen few.” Why them?
  • They were in the right place at the right time and seized the opportunity.
  • They made themselves visible instead of waiting to be discovered.
  • They understood and leveraged the unwritten rules.

To break through the glass ceiling, you need to master the field of play. At the top, the question is no longer “Who performed best?” but rather “Who is perceived as someone who belongs here?”
And if you can’t answer that with confidence, you may already be pressing your nose against the glass ceiling—and beginning to feel the pain.

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