Ambition Isn’t a Red Flag — It’s a Roadmap

A recent conversation with a leader got me thinking — really thinking — about the meaning of career. The kind of thought that keeps me up at night, staring at the ceiling at 2 a.m., questioning everything. Because you know, this is totally normal, right?

The leader shared an interesting perspective: They’ve noticed that some employees, the moment they land a position, already start talking about the next position in line. And that made me ponder — why would they do that? I’m not a psychologist, but I’ve got a theory — an Aha! moment.

Career and the Race to Leadership

In Spanish, the word ‘career’ translates to ‘carrera,’ which can mean several different things depending on the context, including sprint, run, or race. Interestingly, ‘carrera’ comes from the Latin word ‘carrus,’ which literally means ‘car.’ And Porsche’s super-fast race car, Carrera, captures this spirit — velocity, endurance and exceptional performance, all in pursuit of the finish line.

See where I’m going with this? Careers, like racing, are about more than raw speed. You don’t wake up one morning and decide, “Hey, I’ll enter ‘Le Mans’ race today.” Nope. That’s not how it works. You train for years before stepping up to that starting line, always keeping the ultimate goal in mind — whether it’s crossing the finish line or achieving a personal best. That vision guides every test lap, every strategic adjustment and every tough day when quitting seems easier.

So when someone says, “I want to be a CEO one day,” it might not be impatience. Maybe, just maybe, it’s the career equivalent to having a long-term vision and commitment to preparing for that ultimate Le Mans race.

Then it struck me — what’s the role of leaders in channeling this ambition? Should they be pit crew chiefs, fueling and fine-tuning talent for the long haul? Because if ambition is the engine, leadership should be the steering wheel.

How to Channel Ambition

Here are some strategies for channeling ambition in the workplace:

• Offer mentorship — Help them understand the real path to leadership, building relationships, and developing leadership skills, so when the time comes, they’re ready for the next step.
• Teach Strategic Patience — Encourage them to excel in their current role while keeping their vision alive. If future leaders feel safe expressing their aspirations, they’ll stay engaged, work harder, and contribute with purpose.
• Celebrate the Hustle — When someone expresses their ambition, respond with encouragement. A simple, “That’s great — let’s talk about how you can build the skills to get there” can go a long way.

The next time someone tells you they want to be a Program Manager, Director, or CEO, consider leaning into the conversation. Ask them what excites them about leadership. Help them build the skills that will serve them well. And maybe — just maybe — those ambitious folks asking about their next step are already revving their engines. Let’s make sure they’re accelerating toward success, not just speeding toward a shinier job title.

Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of War, U.S. Department of War (DoW). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.

Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of War.

Image by Adrian from Pixabay