The courage to be different is also, in my experience, one of the qualities that makes experienced professionals most valuable in fractional and advisory roles — precisely because they have accumulated enough pattern recognition to know when the herd is heading in the wrong direction, and enough independence from any single organisation’s politics to say so without the career risk that silences people inside permanent roles. The executives who built that habit of honest dissent throughout their careers tend to bring it with them when they move into portfolio work, and clients who are genuinely ready for it find it transformative. What do you think most often stops leaders from developing that courage earlier in their careers?
I would agree on the fractional side of things, Charles.
As to your question. I think it takes time/patience to develop the experience (pattern recognition), so that's a thing. I also think safety is a part of it, and who you report to early in your career. That is, are they coachable/mentorable and grateful for your perspective? Or not.
The courage to be different is also, in my experience, one of the qualities that makes experienced professionals most valuable in fractional and advisory roles — precisely because they have accumulated enough pattern recognition to know when the herd is heading in the wrong direction, and enough independence from any single organisation’s politics to say so without the career risk that silences people inside permanent roles. The executives who built that habit of honest dissent throughout their careers tend to bring it with them when they move into portfolio work, and clients who are genuinely ready for it find it transformative. What do you think most often stops leaders from developing that courage earlier in their careers?
I would agree on the fractional side of things, Charles.
As to your question. I think it takes time/patience to develop the experience (pattern recognition), so that's a thing. I also think safety is a part of it, and who you report to early in your career. That is, are they coachable/mentorable and grateful for your perspective? Or not.
Thanks for your thoughtful comments!
Bob.