Every day inside of your company, you innovate and inspire your teams to build, create and solve critical problems. You communicate with stakeholders, customers, partners to help close deals. You’have a long list of accomplishments.
It’s a busy life.
So busy that you don’t consider the depth of what you’ve accomplished or how many people you’ve served as you move the world forward.
And when it comes time to consider a career change, you see the challenge of being alone in your quest---your position, company and trusted followers are not in the foreground. It’s up to you, leading yourself, your impact and communicating with the network you’ve
nurtured.
If you're not clear on how to move forward, then consider a call with me. You can do this, you have what it takes,
you need a plan that will help you position your value and attract offers.
The best technology leaders I know share a peculiar blind spot: they've forgotten or not in touch with how to lead themselves.
These are people who orchestrate complex systems, guide entire teams through ambiguity, and make a thousand decisions that cascade through organizations. They're brilliant at creating clarity from chaos—for everyone but maybe not for themselves.
But there's a time when you are on the lookout for your next challenge due to a reorganization, a company pivot, or you have your eyes on
something.
In this new mode, leaders who normally project unwavering confidence find themselves adrift. They network, but
not exactly sure how to navigate the complexities of career conversations. They update LinkedIn profiles and apply online---the one thing that negates everything they know about leadership.
Instead, they resort to "following the pack".
The Communication Trap
I've helped senior engineering leaders in transition that began to slip into subordinate patterns and downplay their impact.
The natural confidence to lead in strategic conversations now feels like something they need permission to claim.
That can show up when they reach out to senior executives at companies they are interested in and instead of communicating "leader to leader", they communicate as if they are a subordinate.
When Leaders Recognize Their Power
We remind them of their patience to mentor someone through their first leadership and the courage to make difficult technical decisions with incomplete information—that's still there.
Their power in generating new career opportunities lies in a strategic networking plan, clear communication, and positioning value and impact for the right fit.
If you want results where a few offers are in front of you, then the path is clear and the investment in getting the guidance to get there faster feels like a sensible decision. Let's find out.
