This episode explores the journey of a successful leader transitioning from a solopreneur to a strategic leadership role in a corporate setting. We hear firsthand how Braeden navigated this shift, the challenges he faced, and the rewards he found.
I’m a longtime 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. I typically work with clients over the course of several months, but on this show we have a one-time coaching meeting focusing on a specific leadership challenge they’re facing.
Today’s guest is someone we’ll call Braeden to protect his confidentiality. Like many leaders, he’s landed in his current position through a bit of a winding path, starting in the tech sector, then going out on his own and then taking another turn into his current strategic leadership role. Braeden: I ended up doing some work on contract for a client, and we went from having a very transactional relationship to one where I was invited to actually be working with their owners, executives, leaders, all the way down at more of a strategic level, trying to understand how things that I could deploy might help them strategically, competitively. My role has continued to expand into that strategic level, and my job title changed as a result of that. And my day-to-day now is a weird mix of things that take you all the way from that 30,000-foot strategic level advising, counseling, coaching, our ownership, executive level, senior leadership on strategic decisions, managing what we would call our strategic plan, which is a living and breathing document, a set of commitments that we’ve made and a system whereby we can track our progress toward those commitments. But also I’ve carried all of that IT stuff with me. Muriel Wilkins: In making the leap from solopreneur back into the corporate world, Braeden was motivated by a few things. Braeden: I really felt a sense of ownership over what we had built. We’ve done some things that no other organization in our field is doing, and that’s really exciting
LEADERSHIP CAREER TRANSITION STRATEGIC PLANNING CORPORATE WORLD ENTREPRENEURSHIP
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