How One Unexpected Setback Became the Catalyst for Leadership, Growth, and Reinvention
By Doris Bell, PhD
When a business unit is shut down, the impact is often framed in strategic or financial terms. Rarely does it capture what it feels like for the individuals directly affected.
I experienced this firsthand when a project I was working on was suddenly discontinued. Almost overnight, I found myself sitting in a conversation where I was presented with a termination agreement. There had been no warning. No gradual transition. Just an abrupt shift from being needed to being negotiable.
My first reaction was deeply emotional. I questioned everything. Was this about my performance? Had I missed something? What would happen to me now? It felt personal, even if I intellectually understood that it was a business decision.
At the same time, I realized that I did not have enough information to make a sound decision. In that moment, two things helped me regain clarity. I spoke with a close and trusted colleague, who not only encouraged me to seek professional advice, but she also gave me something equally important: emotional support. She listened, challenged my thinking, and she reminded me of my strengths at a moment when I had momentarily lost sight of them.
I followed her advice and reached out to a professional association, which helped me understand my legal and professional position. This step made a significant difference. It gave me clarity—not only about my rights, but also about my options.
Armed with that clarity, I entered the next conversation differently. And in that moment, I said something that would define everything that followed: I stated that I wanted to stay in the company.
This was not just a preference. It was a clear position. It signaled that I was not passively accepting the situation, but actively shaping it. The dynamic shifted immediately.
That clarity led to a key realization, one that I now share frequently in my work as a coach: if you wait for others to find a solution for you, it will almost always be a compromise. The better path is to become part of the solution yourself.
So I became active. Instead of waiting for decisions from management, I started reaching out within the organization. My network at the time was limited, and this step required me to move far outside my comfort zone. I was not applying for open positions, as I normally would have done. In many ways, it felt like cold outreach—presenting myself, my experience, and my potential value, without knowing if there was even a position available.
This was the real turning point for me. Not the external situation, but the internal shift—from hoping to being proactive.
I approached a small number of carefully selected individuals, including a senior leader who knew of my work indirectly.
After our conversation, he must have explored possibilities internally. Within two weeks, he came back with an opportunity— a new position that had not formally existed before – created for me.
I then moved into a role in central research, where I worked on highly interesting projects and contributed in a meaningful way. It was a valuable and engaging experience. At the same time, I had always known that my strengths and preferences were more closely aligned with operational work.
About a year later, a new business unit was created within the company. I was approached to join—and this time, the role was exactly in that operational environment where I could fully apply my strengths. This transition marked a significant step forward in my career. I not only continued my work as a scientist and laboratory lead, but also moved into a broader leadership role with responsibility for a team.
Looking back, the most important lesson is not about the outcome, but about the approach.
I did not know how things would turn out. There was no guarantee, no clear path. But I had a vision—I wanted to stay in an environment that I valued—and I chose to act in alignment with that vision.
Today, as a coach, I often see how quickly people withdraw in moments of uncertainty—sometimes even isolating themselves out of shame or self-doubt. My experience taught me the opposite. Speaking things out loud, especially with people who genuinely have your best interests at heart, can be a turning point. It not only provides emotional support, but often leads to clearer thinking and better decisions. You do not have to navigate difficult situations alone. Seek out those who will listen, challenge you constructively, and remind you of your strength. And if that is not available in your immediate circle, find support and mentorship elsewhere. What matters is that you do not stay passive.
Because the moment you step into that space where you stop reacting, start shaping your path, and allow yourself to be supported - you begin to create opportunities that did not exist before.
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