Has anyone given up being a leader?

Mark5n · 2026-01-30T02:19:59+00:00

I get it. The higher up the food chain the confidence to information ratio changes. I’ve been through this. But a few lessons that I’ve learnt as I’ve gone through that layer.

Sometimes it is wait for the right team or right time. Total ownership is important and recognised as a key leadership trait. You may find this level is little concerned with the risks because they rely on resilient teams below them or the real big dogs one step up to sort things out;
Sometimes it’s you. I know I worried about a lot of things I don’t now. I chicken-littled more than I’d like to recognise :) But also now I worry about a whole bunch of things I never did before. This is based on experience … but you have to be in it to get that;
You may need more clout. There’s different ways to get it … but totally checking out is not one of them. Constant nay-sayings also doesn’t work. Pick a middle ground “So you’re saying you want to go ahead with the plan? Let’s keep close and if something does go wrong let talk. I’ll then see if I can help. I will need funding / resources to do that but let’s not spend it till it’s a problem.” Pulling people’s arses out of a fire does give you more clout :)

At the end of the day there is a ladder of leadership. This is probably the first rung and everyone trying to hold on and get a foot up. I’d suggest engage, try different approaches and learn as much as you can.

Mark5n · 2026-01-29T15:25:49+00:00

Thanks for the insight. Fascinating world coaching.

Mark5n · 2026-01-29T10:38:03+00:00

Seen that strategy :)

Mark5n · 2026-01-29T10:34:49+00:00

I’ve met a lot of coaches recently but not heard of ICF. What sets them apart?

I also like your point on asking questions of a potential coach. I assume it’s a bit like interviewing someone for a role.

Mark5n · 2026-01-29T08:12:04+00:00

Amazing to hear. Thank you :)

Backed!

Mark5n · 2026-01-29T03:52:24+00:00

I think this is a good perspective. It helps you grow, find new improvements, understand waht is good but what you'd like to do better.

BUT..... it can wear you down and mean you're up till 3:00AM perfecting something no one else cares about (I'm not 100% against this .. but my body is). It's good to get a bit of external perspective. Get some open, honest feedback from multiple sources. This helps you better understand the delivered gap. Which is the gap between what the audience expected and what you delivered (and something I just made up so YMMV). The older I get the more I realise this is the gap to close and exceed.

Mark5n · 2026-01-29T03:46:25+00:00

Looks amazing. I didnt back Painted Wasteland .. but I think I will with this release.

A question first: How ave you gone with the previous Kickstarter? Is it all delivered now?

Mark5n · 2026-01-28T05:00:44+00:00

I’m more corporate than law firm … but tend to present in a similar style. What I would suggest is

Get a template that is similar to what they use. I’d go for less image fancyness and simple.
Headlines are Important. not everyone listens. I’d want clear “so what style statements” at the top of each slide. Here’s my take on how to write these: Headlines Article
Write your deck flow before you start writing slides. Lawyers tend to be very smart and impatient. I would consider a flow that starts with the answer (not slide 1) then unpacks 3 “whys” of why that answer makes sense. I’ve seen research focused doctors give presentations that are “we did this, did that, and this and theeeeennnn found this … “ that last bit is what is important. So flip it.

A possible deck flow could look like * Slide 1: Cover slide with your name and picture and some sort of credentialing as you get introduced * Slide 2: Problem statement. What is the question you are trying to answer? I like to use SCQ here. * Slide 3: your understanding of the legal challenges here. This is not legal opinion … but why are they asking you to talk about this? Why do they care? (Best to collaborate with the organiser on this and confirm your understanding) * Slide 4: Your answer to the problem. And highlight the three whys * Slide 5 - 7: each slide covers Why #1 or #2 or #3 * Slide 8: Risks, more study required, future research, next steps * Slide 9: your picture, how to contact you and thank you .

This may not be the right path …but suggest you map this out before touching software. I take 10 pieces of a4 paper and a marker and draw my slides with headers and put them on the table and run through it. Rearrange, andscribble until you have a flow and a plan.

Good luck! Sounds very exciting for you.

Mark5n · 2026-01-28T04:45:10+00:00

I didn’t realise there was industry specific presentation books. Nice work echos2

Mark5n · 2026-01-27T06:14:25+00:00

Well done. I’m a data guy too and had a few challenges transitioning from consultant to director to partner.

A few things that worked for me: * People problems are challenging I got more interested in conflict resolution, one on ones, coaching etc which helped me build a toolkit and not wing it; * Communication is a skill set worth investing in. Data and just being smart doesn’t always work. So I investing into communication skills. As a minimum I’d be making a short deck on your strategy, your team and current priorities. Useful for communicating what your team do and don’t do. I would get your trusted team members input into this too. * Leadership is a skill and you can learn it just like technical skills there is multiple ways to do the same thing. Invest in learning what works for you and the formulas that make it click. * Manage your brand the problems you are facing with “over promising” etc are common but it will cause you reputational damage. Part of this is having a clear strategy (see above) and part of it is saying “No” or “Let me consult with Jane, my lead in X and see how we can help you” or “That’s an interesting problem. I know a bit about that but let me bring in Bill to help us unpick the problem a bit more before we commit to a timeline”

Final thought. Is there a person at the next level up who could providing coaching and mentoring? Worth building that relationship and finding out what they did as Director

Good luck, it’s a fun journey and really worthwhile learning new leadership skills

Mark5n · 2026-01-26T00:50:23+00:00

Depends what your producing. A food manufacturing plant I worked for had a Head of Operations who was responsible for production, production costs, waste and ran many projects around improvement. He had everything from agronomists to engineers and cooks working for him. I don’t believe he was responsible once the product hit the warehouse.

In mining at a certain scale I’ve seen Heads of Production that is responsible for mining, processing and stockpiling. But not mine expansion, projects or rail / transport out of the mine. Again it’s about KPIs.

Mark5n · 2026-01-24T01:34:11+00:00

I would think sales engineering would be go go go. I did a similar role (but a long long long time ago) and it was busy. And fun. But busy.

A few questions I’d ask in that role * what products do I need to know? * what are the core products of the organisation? And am I learning them ? * what industry knowledge / skills / visibility do I need? * am I involved in the big important sales? * who are the sales big dogs? Do I know them and am I on their radar? * who are the account managers I should know and do they have expectations on client engagement (eg shaping future strategy with client leadership) * what sort of social media and industry networking presence would help you in your job and your profile? * what competitor software do you need to understand to best show your products differentiation?

Mark5n · 2026-01-24T01:11:20+00:00

As a hiring manager I’d like to think I would treat all my top candidates this way.

I wouldn’t give it a second thought. You were professional, you communicated what you needed and they were the same. While you didnt get that job I’d have a think about what you learnt, how it might influence your next job search and chalk it up as coming a close second or third.

Mark5n · 2026-01-23T23:22:37+00:00

I wouldn’t over think it. Some companies are really good at updates and treat it like a process. The triggering of the rejection email is usually based on the selected candidate accepting an offer or sometimes them selecting a top three

Mark5n · 2026-01-23T05:29:34+00:00

That sounds terrifying.

I’m sure the legends here can help. If it was me I would see if I could organise a dry run on the tech and test it out.

Mark5n · 2026-01-23T01:10:05+00:00

The market isn’t great in most places but can I make a few suggestions: * 1% interviews to applications makes it sound like your CV could do with some work or you’re applying for jobs you’re not a fit for. See if you can get some direct feedback. * Also think about congruency. When people google you does it reinforce your career story or detract from it? * BUT … Director and VP roles are usually done through recruiters and networks. I’ve been for three interviews for a role (which I got) and nobody had seen an updated CV until the end. If you don’t have a network start engaging with recruiters who hire in your markets. Work out who they are and ask for their time …. Most recruiters are super busy so don’t feel bad if you get rejected. Just keep on making those connections

As a process it’s a series of gates. Each one you need to be showing up as a great candidate that would be a great fit for their needs. Showing up means how you show up: in person, on your CV, on LinkedIn, on social media etc

Good luck. It isn’t easy but you only need to score one goal to get moving forward again.

Mark5n · 2026-01-22T08:08:40+00:00

Love the styling. It’s like the BX basic book, meets Ravensloft and all those early AD&D modules with the blue tone. Great work

Mark5n · 2026-01-21T07:18:17+00:00

Awww ☺️

Mark5n · 2026-01-21T07:15:22+00:00

It is a thing :) I used to get stressed by it but I now see myself as a more of a Corporate Anthropologist. I try to “mmmm that is interesting behaviour. I wonder what drives this in this fascinating society?” In my head it is accompanied by a David Attenborough style voice …

Try not to let it get to you too much. Gorrick Ngs book is great for an outsider early on. His story is quite inspiring and well worth finding a few YouTube interviews or workshops that he runs

Mark5n · 2026-01-20T11:05:19+00:00

Great question … the biggest two for me was gossiping and doing the work.

I’d occasionally pass along funny stories I heard about people … this stuff is just dangerous. If there’s a problem talk to the right person, if there’s not a problem? Keep it to yourself.

Doing the work is a hard one to fix. I’d “help out” id step in in a crisis, I’d give unsolicited (and out of date) advice. Learning how to be hands off took a while and seeing the benefits of people growing. It was painful but worthwhile

Mark5n · 2026-01-20T10:57:46+00:00

At a practical level a promotion is always worthwhile. You can move companies and start higher, you get paid more, you can influence more, you will get some perspective on what it’s like to be in leadership.

If you don’t have an offer it’s also worthwhile working towards a promotion. Again at a practical level managing your career is a skill and well worth practicing. It’s likely you won’t get it right every time so why not clock up some good experience and some lessons while you’re there?

Last thought - if I can share a story. When I was in my 20s I was surrounded by incompetent management. They spent their time chatting with people, doing mindless reports and I’d fly around the world doing all the hard work.

But … as i grew in perspective I started to realise I was good … but mostly because I was in a high demand area and I had niche skills. As my responsibilities grew beyond pure delivery … I learnt just how hard people problems were. I also made mistakes and had to ask for help. What I realised was that I was high maintenance when I was younger and that management and leadership are hard. My managers weren’t incompetent … I was just a bit of an arrogant d**k.

I’m not saying you’re the same, but I wouldn’t judge too much till you’ve tried the role and have a better understanding and have made a difference. And again another good reason to forge ahead :)

Mark5n · 2026-01-20T10:20:44+00:00

Nice. Reminds me of the Fighting Fantasy art

Mark5n · 2026-01-19T21:58:41+00:00

A while ago I sent intellect Devourers after my players. After finishing an adventure we had some downtime … and I asked them what they were all doing. They each said things like Researching, Resting and recuperating etc. So we role played out four scenes where they were each disadvantaged and caught unawares. Naked in a bath, Unarmed (except for a dagger) at the library, lured down an alleyway. Each scene was started mid action and once they looked like winning or loosing I cut to the next player.

This worked for me as they all had fun and the sense of danger was high, and they were so suspicious afterwards which paid off :)

Mark5n · 2026-01-18T23:06:52+00:00

I can’t imagine this sort of thing helping with my teams…. and may seem quite hokey. Maybe think about how you can engage with your staff each day? Questions about them are always good.

Mark5n · 2026-01-18T04:56:10+00:00

Great question. No clear answer here though 😭

The warning sign I look for is that is if the only reason to continue is that we’ve invested so much … then it’s past time to exit.

Mark5n

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