Which one of these examples below have you experienced? If you’re like most people, you’ve experienced both.
Quitting Too Soon
Maria launched a client‑retention project with excitement and fresh ideas. But once the novelty faded and the repetitive (sometimes boring) work began, she felt stuck and invisible. One exhausting afternoon, she gave in to the urge to quit and stopped the project.
Two months later, leadership praised a nearly identical initiative completed by someone else. Maria realized she hadn’t quit because it was wrong; she quit because she was tired. The cost wasn’t just the project it was her credibility and missed opportunity.
Staying the Course
David led a cross‑department initiative that dragged on for months. The meetings were repetitive, progress slow, and the “newness” long gone. He felt the same urge to quit but instead, he paused, got coaching, and took one small step each week. He kept a visual reminder of the goal on his desk to stay grounded in the “why.”
Six months later, the project became a company model, and David was tapped to lead a strategic effort. His success didn’t come from constant momentum. It came from staying in action long enough to finish.
Many of us succumb when we’ve been doing the same thing for too long. We slip into a fog, hoping sleep will fix it. We feel the urge to quit and say, “Oh, well. It wasn’t meant to be.”
But remember: an urge to quit is a feeling; quitting is a decision. Feelings pass. Decisions have consequences.
We often forget the energy and excitement we had when the idea or project was new. As time moves on, the details we once ignored now feel heavy. The process becomes repetitive and boring. We get tired of doing the same thing day after day with no visible results.
Motivation spikes when something is new because dopamine rewards novelty, but long‑term achievement comes from the brain’s slower, steadier systems that support focus and persistence. This is when real progress happens through repetition and consistent action over time.
What Causes These Urges to Quit?
- Being too hard on yourself. Unrealistic expectations drain motivation.
- Repetitive processes. Monotony kills momentum.
- The “newness” wears off.
- Comparing yourself to others. Progress envy is real.
- Emotional disengagement creeps in quietly.
- Being uncoachable. Resisting feedback stalls growth.
- Believing you already know the answers. Certainty often becomes a blind spot.
- Wanting to hide or shut down. The couch and TV becomes a tempting escape.
Many times, you’re closer to the goal than you can imagine. It’s often the process or lack of coachability that gets in the way.
What Helps and Allows You to Refocus on “Why?”
- Stop Pursuing the Forcing. Slow down. One step at a time. Sometimes self‑care (aka rest) is the fuel you need to continue.
- Take a Break. A pause is not quitting. It’s recalibration.
- Keep the goal visible. A picture on your mirror or a mental image keeps the “why” alive.
- Decide what you can do right now. When rested, look at what’s next, what was overlooked, and what’s unnecessary or time‑consuming. (Use the “What Worked? / What Didn’t Work?” exercise found in Chapter 20, Get Your Brag On!)
When Should You Quit?
If it’s harming your physical or mental health, it’s time to stop. Health is non‑negotiable.
When Should You Decide?
- Not today. Never decide when you’re in the “urge to quit” moment.
- Name what you’re tired of. Clarity reduces overwhelm.
- Get the coaching. Outside perspective breaks stuck patterns.
- Take one small step. It’s not about immediate results, it’s about staying in action.
Your urge to quit is a feeling, which is not a reliable judge. It shows up in the middle of any long process and usually right after the “newness” fades.
If you decide to quit, do it when you’re clear it’s the right choice. Because once you quit, you may not be able to resume later … especially in roles where trust and consistency matter.
“You’re closer than you think. Stay in the game long enough to win it.” Jeannette Seibly
Leadership coaching and tools like PXT Select® help leaders separate the emotional urge to quit from a clear, grounded decision by providing perspective, accountability, and objective data about strengths and blind spots—supporting leaders to stay in action long enough to achieve the results that matter.
©Jeannette Seibly 2026
Jeannette Seibly is a legacy‑driven Talent Advisor, Leadership Results Coach, and Business Author. For over 34 years, she has empowered thousands of executives and business leaders to achieve sustainable success through strategic hiring, values‑based coaching, and intentional leadership development. Her work blends clarity, accountability, and soulful impact—activating performance and purpose at every level.