"MURIEL WILKINS: I'm Muriel Wilkins, and this is Coaching Real Leaders, part of the HBR podcast network. I'm a long-time executive coach who works with highly successful leaders who've hit a bump in the road. My job is to help them get over that bump by clarifying their goals and figuring out a way to reach them so that hopefully they can lead with a little more ease."
"JOHN: I guess, long-term dot on the horizon is to have a managing director type role, either of a business unit in a bigger company or for lack, a smaller mid-cap company. So, using the broad skill sets I built early on of knowing a little bit about everything in that CEO type position where I need to know a little bit about all the departments and then bring cohesion and a way forward to all of them."
"JOHN: I figured I would get into a manager or role, which I did, and then find where in the company I would shoot some roots and where my skills matter the most and then pick up a topic to progress and own. I'm still the PowerPoint builder doing research and presenting it to management and it's not like I have any kind of operational responsibility, so nothing in the company stops if I were to go on leave."
John moved from management consulting into an in-house strategy role intending to transition into senior operational leadership. He envisions a managing director position overseeing a business unit or smaller mid-cap company and leverages broad skills across departments to create cohesion. Despite those ambitions, his current work centers on research and PowerPoint presentations without operational authority. His role does not require his presence for business continuity, and his efforts result mainly in postponed decisions when absent. He has struggled to secure a topic or project to own and advance, leaving limited opportunities to demonstrate operational leadership.
Read at Harvard Business Review
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