Would you step down as a leader? No way! I don't need you!?????...

Would you step down as a leader?
No way! I don't need you!?????...

Rethinking leadership careers: the journey from the ordinary to the valuable

Today's in a turbulent economic environment is an increasingly common phenomenon, - especially in big cities, such as Also in Budapestexperienced managers are forced to look for jobs because of mergers, restructuring, downsizing or burnout. The figures are inexorable: a significant proportion of senior managers returning to the labour market face the bitter experience of being unable to return to the level of their previous position, or if they do, it is only after a long search.
(Not uncommon, as a senior manager, I was in the same shoes myself! In fact, I may be, and probably will be...)

Many people come to the realisation, after a few months of job hunting, that they would be willing to take a position at a lower level in the hierarchy, because it is not the job title but the quality and content of the job that really matters. But then they run into another obstacle: HR professionals and headhunters often automatically reject "overqualified" candidates.

But why is this happening? What are the ways out of this situation? And more importantly, how can coaching help to make this transition period not a crisis but an opportunity in the life of the leader?

The classic trap situation

The paradox of the situation is tangible. Companies are often sceptical about "too knowledgeable" "too experienced" "too qualified" candidates because they fear it:

• He would only take the job temporarily until he finds a better opportunity
• Salary requirements may be too high for the position
• Not being motivated in a job with a "lower" status
• May be a source of conflict if you have previously worked at a higher level
• A manager from a different organisational culture would find it difficult to fit into the team

All these fears are often based not on real experience but on prejudices. But a manager who has lost his or her job because of a crisis or reorganisation tries desperately to prove that these fears are unfounded in his or her case - usually without success.

Coaching: a catalyst for paradigm change

This is where coaching enters the picture as one of the most effective tools for for successful management of leadership career change. But why is it particularly useful in this situation?

1. Redefining identity

One of the greatest strengths of coaching is that it helps clients to redefine their own professional identity. A good coach asks not "Why can't you find a job?" but "Who are you without your title and position? What do you really value in your job?"

This identity-focused approach helps the leader to disconnect his or her self-assessment from his or her previous position. Under the guidance of an experienced coach, the leader will be able to understand that his or her value does not depend on the title on his or her business card, but on the knowledge, experience and attitude that he or she carries within him or herself.

2. Mapping transferable skills

The coaching process can help the manager to identify skills and competences that may be valuable in other contexts, in other industries or at other levels.

During an executive coaching session, it is often discovered that the leader has skills that he or she is not aware of or takes for granted. The coach's questions help to bring these to the surface:

• "What problems have you solved successfully as a manager that could be relevant in other areas?"
• "What leadership skills do you have that can add value in a specialist position?"
• "What knowledge have you gained that can be applied in other industries?"

3. Rebuilding the narrative

One of the most useful aspects of coaching is that it helps to recreate the leader's career narrative. It's not about 'stepping back' or 'changing out of necessity', but about consciously shaping your career path around the values that are important to you.

A coach can help you to create a story that coherently links past leadership experiences with future career goals, even if they are at different levels or in different fields. This narrative will be useful not only in job interviews, but also in strengthening the leader's own self-image.

4. Identifying and reframing blocking beliefs

Many leaders cannot break the deadlock because of their own convictions. Such limiting beliefs include:

• "I define myself as a leader, I am worthless in any other role"
• "If I take a lower position, it means failure"
• "What will other people think of me?"

Coaching provides a safe space to explore and reframe these beliefs. The coach helps the client to recognise that these are not absolute truths but subjective interpretations and supports the client in developing alternative, more constructive perspectives.

Specific strategies that coaching can help you develop

Coaching not only provides mental and emotional support, but can also be a partner in developing concrete strategies. Here are some alternative approaches that a good coach can help you fine-tune:

1. Project work and fixed-term assignments

Project work is a great way to temporarily break away from the traditional career path. A coach can help you identify:

• In what types of projects would the leader be really valuable?
• How can project work be long-term to serve your career goals?
• How can references from project work be turned into building blocks for future opportunities?

The coach also helps the manager to see the project work not as a "forced solution" but as a conscious choice, which significantly increases the chances of success.

2. Knowledge sharing as a career development strategy

Experienced leaders have a wealth of knowledge that they can put to use in many different ways:

• Teaching (as guest lecturer, trainer)
• Expert advice in their own field
• Content creation (professional blogs, e-books, podcasts)
• Mentoring for younger professionals

Coaching can help to structure and "productise" this knowledge capital, so that it becomes not only a useful activity but also a career-building tool.

3. Horizontal career movement

A career path in management does not necessarily have to be up or down - there is also horizontal movement. Moving into a different field can open up new perspectives:

• From functional manager to project or programme manager
• From operational manager to strategic advisor
• From corporate executive to startup mentor

A coach can help you to identify these horizontal opportunities and see in them not a "step backwards" but a potential for development.

4. A strategic rethink of community presence

Active participation in professional communities can open new doors:

• Organisation of professional events
• Building industrial networks
• Create or manage online professional communities

Coaching can help to ensure that this social presence is not just networking, but a real professional identity and branding.

Coaching methods that are particularly useful in management career transition

The coaching toolbox is extremely rich, but some methods can be particularly effective in redefining a leadership career:

1. Appreciative Inquiry

This approach focuses on strengths and successes rather than problems and weaknesses. The coach asks questions such as:

• "When did you feel most in your element at work, regardless of your position?"
• "What were the moments in your career when you made the biggest impact?"
• "What do you particularly value in your professional knowledge and experience?"

These questions help to highlight areas where the leader can create real value, regardless of their position in the hierarchy.

2. Design Thinking in career planning

The design thinking methodology can also be adapted to career planning. With the help of a coach, a manager can:

• Empathy phase: deeper understanding of your own needs and market expectations
• Define: define exactly what career problem you want to solve
• Inspiration: generating creative solutions for career change
• Prototyping: testing new directions in small steps
• Testing: fine-tune the strategy based on feedback

This structured approach helps the leader to break out of his or her habitual way of thinking and find innovative solutions.

3. Narrative coaching

Narrative coaching starts from the premise that our identity and our potential are largely determined by the stories we tell about ourselves. The coach helps:

• Identify limiting narratives ("I can only be a leader")
• Exploring alternative stories ("I am a value creator wherever I work")
• Strengthening and practising the new narrative

This method can be particularly useful in translating the negative framing of "backward steps" into "repositioning" or "conscious career change".

4. Systemic coaching

Leaders do not exist in a vacuum - they are part of family, social and professional systems. Systemic coaching helps you understand:

• How do family expectations and responsibilities influence career decisions?
• What role does the wider professional community play in your professional identity?
• How are your decisions influenced by your desire for social status and recognition?

This approach helps the manager to look at the career change holistically, taking into account all relevant systemic relationships.

The concrete benefits of the coaching process for the manager

A targeted career coaching process can bring concrete, tangible results in a career change in leadership:

1. Strengthened identity and self-confidence

One of the most valuable benefits of coaching is that the client will be able to separate his professional value from his position. This new self-image and increased self-confidence is key to successful change.

2. Clarified values and priorities

Coaching helps to clarify what is really important to the leader in his or her work:

• Autonomy?
• The degree of influence and impact?
• The professional challenge?
• Work-life balance?

This clarification of values allows you to move in a direction that really fits your personal priorities.

3. A broader perspective on opportunities

Coaching often helps you to see opportunities that the manager had previously overlooked or rejected. This broadened perspective can open new doors.

4. Concrete action plan and first steps

Coaching is not a theory - by the end of the process, the client has a personalised action plan and has already taken the first concrete steps.

In other words: not regression, but repositioning

The success of a management career change largely depends on the ability of the person concerned to reframe the situation. It is not a question of "backing down" or "accepting something out of necessity". With coaching, you can recognise that you are in fact repositioning yourself in a changing world where linear career paths are increasingly giving way to flexible, project-based and value-driven working.

Coaching is therefore not only a crisis management tool in this situation, but a real catalyst to help the leader redefine his career and personal definition of success. And this redefinition opens the way to a professional future that is not necessarily about hierarchical position, but about value created and personal satisfaction.

The "Would you step down as a leader? - No way! So the provocation in the title "No need for you..." is in fact an opportunity: an opportunity for the leader to stop being trapped in old thinking patterns and career paths and to boldly redefine themselves and their value in the labour market - either through coaching or by their own choice.

Because a true leader can lead not only others, but also himself - even into unknown territory. And it is perhaps this ability that is of the greatest value, regardless of one's position in the hierarchy.

Coaching as a process to support leadership reinvention

As leadership career changes become more common, either of their own volition or, in some less pleasant cases, as a result of some kind of compulsion, external pressure or dismissal, it is worth taking a closer look at how the coaching process can help in practice. Not only on a theoretical level, but also with concrete tools and methods.

Timing of coaching: when is it most effective?

An important question to ask is when to start coaching in the event of a career change in management. Experience shows that coaching support can be particularly valuable at three critical times:

1. Before the changeover: Ideally, the manager should start coaching while still in the position, but sensing that change is coming. At this stage, coaching can help prepare for change, develop a proactive strategy and prepare emotionally.
2. During the transition period: When the leader has left his previous position but has not yet found a new path. This is often a time of identity crisis, when the coach can provide a safe space to process and redesign.
   (Many people call it a kind of grieving process - although I'm not so fond of that term - but the fact is that it's a similar feeling of loss that you have to be able to accept - either on your own or with the help of a coach or psychologist - and of course come to terms with.)
3. Career coaching / career counselling: It also helps us to rethink, to bring in new perspectives, new points of view, new possibilities, when we can't find a new direction, where to start, where to go and how to change.
4. After finding a new direction: Once a new career path has been mapped out, coaching can help you to take concrete steps, overcome obstacles and successfully settle into your new role.

Coaching approaches in leadership change

Different approaches and methods can be useful in different aspects:

1. Transactional coaching

This specific coaching approach is specifically designed to support career changes and job transitions. A transition coach understands the psychological process of change and helps you through the following stages:

• Release: Letting go of former identity and role, processing losses
• Neutral zone: Managing an uncertain period of transition
• A new start: Finding a new direction and building a new identity

2. Positive psychological coaching

This approach applies the principles of positive psychology to coaching. It can be particularly useful in leadership change because:

• Focus on strengths and successes, not failures
• Helps you to recognise the growth potential of difficulties
• Supports the development of flexibility (resilience)
• Promotes an optimistic yet realistic outlook

3. Wordless coaching

This method takes into account the mind-body connection and also helps to manage the physical stress reactions associated with a career change. Managers often fail to take into account how the stress of a career change affects their bodies, even though it can have a significant impact on their decisions and performance.

Specific career change strategies that coaching and the help of a coach can support and facilitate

1. Building a portfolio career

Coaching can help you to develop a more complex, multi-legged career model, which can be:

• Part-time position combined with consultancy
• Teaching combined with project work
• Building your own business while previously employed

The coach will help you plan this portfolio career and manage the challenges of scheduling and changing roles.

2. Interim management as a bridging solution

An interim manager position can be an excellent transition between a former management role and a future career path:

• It gives the leader the opportunity to prove his or her worth in different organisations, in different contexts
• It usually focuses on concrete problem solving, which allows for real value creation
• Build references and contacts for future opportunities

Coaching can help you prepare for and succeed in the role of interim manager.

3. Starting your own business in the previous field

For many managers, starting their own business in the field where they were previously employed can be an attractive alternative:

• Consultancy business in the relevant industry
• Providing a specialised service for former employers
• Introducing a new approach or business model to a known market

A coach can help you to establish your business, develop a business plan and develop an entrepreneurial mindset.

4. Intrapreneur role

Some managers may be attracted to the role of "internal entrepreneur" within a larger organisation:

• Leading innovation projects
• Developing new businesses
• Leading organisational transformation

This role will allow you to harness your leadership skills while the organisation provides the necessary resources and support.

Coaching tools in practice

1. Strengths-based self-assessment tools

The coach can use various validated tools to identify the client's strengths:

• VIA character strength assessment
• Gallup StrengthsFinder
• DISC personality type survey

These tools help identify personal strengths on which the leader can build in their new career path.

2. Career anchor analysis

Based on Schein's career anchor theory, a coach can help uncover a leader's deepest career motivations:

• Professional/technical competence
• Leadership competence
• Independence/autonomy
• Security/stability
• Creativity/entrepreneurship
• Service/donation
• Challenge
• Lifestyle integration

This analysis will help you find career paths that really fit the leader's inner motivations.

3. Future visioning techniques

Coaching can use a variety of visioning techniques:

• Guided imagery to visualise the future professional self
• Letter from my future self technique
• "Best possible professional self" exercise

These techniques help the manager to imagine and emotionally connect with future career opportunities.

Psychological factors for a successful management career change

Coaching can also pay particular attention to the psychological aspects of career change:

1. Managing identity change

Most for the leader, the position is part of his identity became. Coaching can help:

• Recognise that you are more than your job or position
• Develop a new professional identity, not based on a place in the hierarchy
• Finding new sources of self-worth

2. Transforming social relationships

When leadership is lost, social relationships are often transformed:

• Changes in the relationship with former colleagues, subordinates
• Challenges of integrating into new professional communities
• Changes in family dynamics in the career change due to

A coach can help you manage these relationship changes and build a new support network.

3. Dealing with the feeling of "not good enough"

Many managers struggle with a sense of failure after losing a position or when taking a job at a lower hierarchical level. Coaching can help:

• Reframe the situation as an opportunity for learning and development
• Understand that career change is not a personal failure but an adaptive response to changes in the labour market
• Finding new forms of value creation

Concrete coaching tools in management practice

1. Action Learning - Learning by doing

This coaching method is an excellent way to change careers because:

• Addressing real challenges
• Based on a combination of action and reflection
• Supports the acquisition of new skills and attitudes in practical situations

2. Create a value map

The coach can help you develop a detailed value map that includes:

• The personal and professional values that are most important to the leader
• Their ranking
• Concrete examples of how these values manifest themselves at work
• Suggestions for jobs or projects where these values can be applied

This value map can serve as a compass for career decisions.

3. Develop a networking strategy

Networking is key to repositioning your career:

• Develop a strategic networking plan
• Repositioning your personal brand
• Optimising your online presence
• Practising targeted networking techniques

A coach can help to ensure that this networking is not just mechanical networking, but the development of real value-creating relationships.

Conclusion: the future leader is a career builder

Although initially challenging, a career change in management is actually an opportunity for professional renewal and self-fulfilment. In the coaching process, the leader not only finds a new career path, but also gains a deeper self-awareness, clarifies his or her values and priorities, and takes more conscious control over his or her own career.

The "Would you step down as a leader? - No way! You don't need you..." is thus transformed into a more inspiring message: "As a leader, are you looking for new ways? - Absolutely! Your knowledge and experience is valuable, you just need to find the right context to put it to use."

In this process, coaching is not only a supportive tool, but a real catalyst that helps the leader to step out of the box, redefine themselves and their value, and boldly embark on a career path that may not be "up" in the traditional sense, but in a more personal, valuable and fulfilling direction.

Ultimately, a successful career change in leadership is not about stepping back or stepping forward, but about finding the path where you can best use your skills, knowledge and experience - even in a completely new context. And in this process, coaching can provide not only useful but often essential support.

... And some common questions and answers on the subject

Or: Frequently Asked Questions about career change in management

How long should you take to change careers after losing a managerial position?

Experience has shown that it is worth taking at least 3-6 months for a thorough career change process, especially when moving from a managerial level. This period provides an opportunity to reflect, explore new opportunities and develop the necessary skills. It is important not to rush into accepting the first opportunity that comes along just because you are anxious about the 'career hole'. Most (and I say most, unfortunately not all!) headhunters and HR professionals will understand if someone consciously takes the time to think about the next step, especially if they are actively developing themselves or taking on relevant project work during this time.

How should we handle a job interview if we are applying for a lower position than before?

One of the most important things is to avoid over-explaining and making excuses. Instead, focus on why exactly this position is attractive to you and what the organisation can gain from your experience. It is worth giving concrete examples of how we have applied our leadership skills in the past in situations that are relevant to the new role. Be prepared for the "overqualified" question and have a thoughtful response that expresses your long-term commitment and that you see value in the position, not just as a temporary solution.

What are the signs to look out for that might indicate to a manager that a career change might be needed soon?

My answer: there are several indications that you should think about a career change before you are forced to change:
Industry consolidation or the start of a major restructuring
Persistent deterioration in the company's economic indicators
Planned significant cost reductions
No chemistry with the supervisor and/or owner
Reorganisations affecting management levels
Reduction in our own motivation and satisfaction
Challenges and loss of motivation
The appearance of symptoms of burnout
Technological changes that are transforming the industry
New leaders coming in and bringing their own team
If we find that we are being involved in fewer and fewer important decisions
Proactive career planning (and possibly coaching) before the change can greatly increase the success of finding a new direction.

How do you build a personal brand during a career change if you have defined yourself mainly through your corporate position?

Personal branding is a key element of a successful career change. It is worth starting with the following steps:
Identify the unique values and competences that characterise us, regardless of our position
Identify the areas where you are a real expert
Create our own professional narrative that coherently links our past experiences with our future goals
Actively publish on professional platforms (LinkedIn, professional blogs, conferences)
Consciously build a personal network of relationships that is not tied to your previous position
Mentoring, presenting at professional events that increase your visibility
A personal brand is strong when it is built on a unique way and approach to value creation, rather than on a role in a hierarchy.

What are the psychological obstacles to overcome in a management career change?

A career change in leadership presents many psychological challenges:
Fear of loss of status
Anxiety about uncertainty
Questioning the self-image of the "successful man"
Frustration from peer comparisons (when former colleagues remain in leadership positions)
Loss of familiar routines
Finding a new basis for self-esteem
These can be overcome by coaching, a supportive community, mindfulness techniques, redefining success, and realising that career change is not a personal failure but a natural part of the modern labour market. It is important to take time to process these feelings and not try to suppress or ignore them.

Is it worth starting university education or retraining to reposition a managerial career?

University education or retraining can be useful, but is not always necessary. Criteria to consider:

In favour:
Provides a structured knowledge base in a new field
Upgrading our professional network
Gives you an official qualification, which can make the change easier
"Legitimising" the career change for outside observers

Against:
Significant investment of time (1-2+ years)
It can be costly
Not always practical experience
For managers, existing experience is often more valuable than theoretical knowledge
Alternatively, consider shorter, targeted training courses, professional certificates or mentored internships, which can prove your competence in the new field for a smaller investment and in a shorter time. The decision should be based on the requirements of the industry and job you are targeting.
As an experienced manager, you may not have the added value of another degree, at least from an employer's point of view. However, it can be positive if, for example, it is related to the field you want to work in.

How do we deal with reactions from family and friends after losing a leadership position?

Losing a leadership position is often not only a professional challenge, but also a social one. It is worth being aware of this situation:
Be prepared with a clear, confident narrative of change that frames the situation not as a victim, but as an opportunity
Be open with close family members about the financial or lifestyle implications of the transition
Set boundaries: no need to share your situation in detail with everyone
Recognise and value those who provide real support
Consider joining a support group where you can share your experiences with other leaders in similar situations
Peer support is key to a successful transition, but first we need to communicate our own situation and vision with confidence.

What financial strategy should you follow during a management career change?

A career change can often mean a temporary loss of income, so conscious financial planning is key:
Ideally, you should build up an emergency fund (enough for at least 6-12 months' expenses) while you are still in the position
Prepare an interim budget prioritising the really important expenditure
Investigate which elements of the former driver's lifestyle can be temporarily reduced (premium services, travel, etc.)
Rethink your insurance and long-term investment strategy
Consider including temporary sources of income (consultancy, training, project work) in the financial plan
Avoid bad financial decisions due to panic (premature liquidation of valuable investments, excessive risk taking)
A conscious financial strategy not only gives you financial security, but also the mental peace of mind that allows you to really focus on the best next step, not just the most urgent one.

How can we identify industries or areas where our management experience could be particularly valuable in a career change?

For successful repositioning, it is worth systematically mapping potential areas:
We analyse growing or transforming industries that may value an outside leadership perspective
Identify your transferable skills (e.g. change management, team building, negotiation skills) and look for areas where they are particularly valuable
Let's look at sectors that are related to our previous industry, but still different, where our industry knowledge is valuable and can bring a new perspective
Look for areas where there is a generational change in leadership
Let's map start-ups in the scale-up phase, which often look for experienced leaders in the growth phase
We analyse our own interests and passions - these are often an indication of where we can best flourish
It is worth taking a structured approach, including an assessment matrix of potential areas, taking into account professional fit, growth potential, values and interests.

Which specific coaching methods have proven particularly effective in supporting leadership career change?

Practical experience has shown that some specific coaching approaches are highly effective in the management career transition process:

Solution-focused coaching: Instead of a problem-oriented approach, it focuses on the desired future and solutions, which can be particularly useful when the manager can easily get bogged down in analysing the past.

Adaptation of the GROW model for career change: The classic GROW model (Goal, Reality, Options, Will), applied specifically to career goals, provides a structured framework for planning change.

Values-based decision coaching: It helps the manager to identify his or her deepest values and to evaluate different career options along these lines, going beyond the exclusive criteria of status and salary.

Time perspective coaching: It helps managers to think in different time frames when making career decisions, balancing short-term needs with long-term goals.

Self-reflective methods: Structured self-reflection techniques, such as keeping a "career journal" or a "360-degree self-assessment", which help the manager to see more objectively his/her strengths and areas for improvement.

These methods are often most effective in combination, and the coach adapts them to the individual situation and personality of the leader at different stages of the career change process.