Currently at “principal” level and not doing well in my firm or really happy with the mentorship, limited sponsorship and lifestyle expectation. Decided that it’s time to move on, however not sure if that’s a firm thing or a consulting thing. Better to move to industry and boomerang back into consulting or try another consulting firm before moving to industry?

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Tenured Principal, up for Partner by year end. I am doing pretty well, have strong sponsors and mentors globally but none in my region in the practice that I am affiliated to. I am taking up an offer with another consulting firm to get closer to implementation. I already have industry experience, but if you don’t I’d suggest to try out an advisory role with industry first so that you have flex to boomerang. And if you’re clear that you intend to join industry at some point why not now !

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Thank you for the response! I hadn’t committed to industry, just thought that would be the natural end state as things weren’t working out in professional services and still need a paycheck!

Hi, you could have limited sponsorship and mentoring but still doesn’t mean leave consulting or even your org? Unless there’s only one line of sponsorship in town. You sound more like you want consulting but not happy with your setup? I’ve got a terrible setup right now but my approach is to plot through to a stronger sponsorship position through newly selected and targeted individuals.

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Fair point, I can theoretically target new individuals and spaces, but given the firm structure I’ve been told that it’s tough to make such moves very late in the game. I’m not super optimistic and frankly don’t have a lot of internal new leads to explore.

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Perhaps a bit more elaboration on the what is not going well? Is it that you’re not performing? Do you enjoy the chase of new deals? If you share a bit more, you could help folks identify whether your reasons are about consulting or your firm.

Great question, and definitely worth digging into!

- Part of a weak service line which hasn’t done consistently well. Given high commercial pressure and poor performance, there is always push to do more/pitch more but success rates are low. As a result demands on time are high, results are poor.
- Sr. Leaders and I don’t really see eye to eye on anything. Not sure if it’s a style thing but I’m always the junior person whose idea has never really broken through.
- Personally am too exhausted to go chase new novel ideas my way, and make myself heard. I don’t even know if I’ll get support if I try. I also feel I need to sell internally far more than externally and I have a hard time with it
- I’m excellent at execution, but it leaves me with little left over at the end of the day because I don’t get any management support under me

Not really sure if I just don’t have the deal hunger or that I’m in a situation that makes me not want to contribute to the chase.

You’ve already made it this far! Sounds like your current situation is completely misaligned with your firms priorities. I was in the Same position a few months ago before I joined my new firm. Stuck around for years treading water with good sales numbers and no support. Normally I would say you’re going to have to rebuild your internal network but it sounds like you need to do that within your current firm anyways. I’d give it one more shot - you’re already at the Principal level…don’t sell yourself short.

Invest in a good executive career coach. If they are good they can help you really figure out what you want. At this level mistakes are costly so worth the investment.

Interested... I’m in a similar spot although I am working on new sponsors... curious really how effective a coach would be, these kind of scenarios don’t have coach-type answers. I still think it’s worth a dual strategy of giving it your all to make it work with a fresh approach while also ramping up other external options. That is what I’m doing. Takes a lot of energy but hope it will bring the result. Good luck!

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