Navigating Broken Promises: My Transition from Consulting to Corporate
Have you ever wondered if other leaders face the same challenges as you? Have you ever felt alone in your struggles to steer your organization through change?
Giving voice to the silent struggles and successes of leaders, the ‘Leadership Unplugged’ series pulls back the curtain to reveal the unspoken pressures, challenges, and victories that shape today’s leaders.
In this edition of "Leadership Unplugged," we meet David, a seasoned consultant who recently made the bold transition to the corporate world as a Senior Director of Enterprise Change. Promised the resources to build a transformative team from the ground up, David's journey reveals the often harsh realities of corporate promises versus execution. Here's a deep dive into his experience and the tough decisions he had to make along the way.
Can you share what drew you to leave consulting for a corporate position?
Consulting certainly had its rewards, but over time, the uncertainty of constantly having to chase new contracts began to wear on me. The lack of stability became a concern, especially with a growing family. I was genuinely excited about the opportunity. The company pitched it as a chance to bring my entrepreneurial approach to a larger scale. They promised substantial resources and the freedom to build from the ground up - to handpick my team and steer the strategic direction. This was exactly in line with my vision of driving significant, impactful change. It seemed like the perfect scenario to find more stability and still leverage my experience in a dynamic environment, giving me the control I was looking for in my career.
How did reality compare with those initial promises?
It was quite a shock, honestly. The resources I was promised got caught up in a lot of red tape and headcount reductions. What I thought would be a straightforward process of assembling a strong team and accessing the necessary tools turned out to be a battle against budget cuts and delays. Every step forward required navigating through complex procedures that not only slowed down our progress but also diminished the scope of what we could achieve. Instead of hitting the ground running, I found myself constantly trying to negotiate basic resources, which was far from what I had envisioned when I joined. To make matters worse, with the ongoing headcount restrictions, I often had to roll up my sleeves and do much of the work myself to fill the gaps. This not only stretched me thin but also diverted my focus from strategic leadership to day-to-day tasks, significantly impacting our momentum and overall effectiveness
What challenges did you face when building your team?
That was perhaps the most disheartening part. The robust team I planned to assemble slowly evaporated with budget cuts and shifting corporate priorities. I ended up with a skeleton crew of part-timers and contractors. Far from the powerhouse team I'd imagined.
How did you manage to keep pushing forward?
I leaned heavily on my consultancy experience, crafting strategies that required minimal resources. We focused on small, achievable wins. But it was tough. Every small step forward required a disproportionate amount of effort and negotiation.
After a year of battling against the tide, the company decided to downsize a major project I led in favor of outsourcing. That was the last straw for me. It became clear that my role was not going to have the impact I was promised, and I felt staying there any longer would compromise my principles and professional goals.
Looking back, how do you reflect on this experience?
It was a learning curve. I walked in with optimism and left with a wealth of knowledge about corporate dynamics and the importance of aligning expectations. It was tough but valuable. I now know how crucial it is to ensure promises are backed by clear, committed action, especially in large organizations.
Any advice for others considering a similar transition?
Be vigilant about the fine print of what's promised versus what's probable. Corporate allure can be enticing, but the realities are often far different. Make sure there’s alignment between your values and the actual corporate culture. During the interview process, I recommend asking deep-dive questions to really understand what you’re walking into. For example, ask if the headcount has been approved, inquire about the approval stages for resources, and get a feel for the company culture. Additionally, always have an exit plan in place, just in case things don't work out as expected. Although my experience wasn't entirely positive, it was a significant learning opportunity. It taught me to recognize that some factors are simply out of your control, and adapting to that can itself be a valuable skill.
What are your thoughts on David’s decision to leave? Have you encountered similar challenges?
Share your experiences and join the conversation below.