A partner in a consultancy, a Big-4, or similar firm?
You're in the right place!
Everything changed. For me, during a short 18-month period. First skiing: I broke my right wrist. Then sailing: I shattered my right ankle, 5 hours offshore, 10 hours away from the nearest hospital.
Two major blows I caused myself − by being strong, hurrying up − as always. That was in the summer of 2013.
And I went on. I took on the next leadership role, this time a global one.
Two years later, I ran into an old friend, an executive coach. We hadn’t seen each other for 30 years. Listening to my story, she asked me the most profound question I’d ever heard:
"And to whom do you need to prove it?"
And that’s when things got set into motion − in my head. Sure, I loved being in my role, dealing with clients, connecting with people across continents, sharing my vision. But I was tired. In every possible way.
Over the next few months, it became clear: Things had to change. I had to change. I wanted to do something else; I wanted to have my energy back.
I know consulting and financial services firms. I understand how they operate and what they reward. After all, I stayed for 27 years.
You find these firms and their challenges as fascinating as I do: bright people, highly energized, intrinsically motivated − so much to work with. FUN!
Yet under-led and under-managed at times.
Or just plain demotivated, overworked, tired, uninspired by their leaders.
And it’s not working, but you stay with it − processes, rituals, habits. No change. But you don’t know any better.
But it’s usually about the person in the lead: not deliberate about what they want − for themselves and others.
And there’s little communication of expectations, ideas, and plans. “Smart people will figure!“
And that’s where I come in.