Six perspective-shifting lessons from operating outside the system

Leaving the structure of formal employment and stepping into the world of independent consulting is both freeing and humbling. It removes the buffers and puts you squarely in the spotlight. And it challenges you to redefine your value — not through a title, but through impact.

As I reflect on the past year and a bit, here are six shifts that have meaningfully reshaped how I work, connect, and grow.

01 / From Job Description to Global Benchmark

When you’re employed, your value is assessed within a defined role, environment, and performance framework. The benchmarks are local — and largely internal.

But when you step into business on your own, the frame expands. Dramatically.

The question is no longer “Am I delivering what I was hired to do?” but rather “What am I truly ‘world-class’ at — and how do I show that in a noisy market?”

It’s no longer about achieving your annual targets or delivering to a job spec. It’s about staking a claim in a broader conversation, leading with clarity, and being accountable for your own value creation.

That requires a completely different lens on performance — and identity.

02 / Skills Development Becomes Personal

In a structured environment, staying relevant is often facilitated for you — through L&D budgets, training programmes, or leadership mandates. But as an independent, that responsibility becomes acutely personal.

This transition for me coincided with the rise of generative AI — and it sharpened my awareness of just how fast the world is changing, and how quickly certain skills can become outdated.

When you’re on your own, you feel the pace differently. There’s no institutional buffer. You either keep evolving, or you risk becoming irrelevant. And that creates both pressure and opportunity.

The learning curve isn’t linear, and it is relentless. But it is also a privilege. And one you need to own.

03 / Titles Go — And So Does Built-In Definition

Like it or not, corporate titles anchor people’s understanding of who you are and what you do. They offer shorthand for scope, contribution, and influence.

So when you shed the title, you also shed the implied clarity. You now have to define and interpret yourself from scratch — in language the market understands and in a way that’s deeply aligned with who you are and the value you offer.

That’s not a branding exercise. It’s identity work.

It takes soul-searching, self-reflection, and quite a bit of trial and error. And while it’s a demanding process, it’s also one of the most liberating — because the definition you land on is yours. Not assigned. Not inherited. Yours.

04 / Inner Work Is the Strategy

When you are the product — when your insight, energy, and presence are what the client buys — your mindset isn’t just an enabler. It is the engine.

In a corporate setting, having an off day doesn’t derail the business. In an entrepreneurial context, your inner state can materially shape your outcomes. How you think, how you frame challenges, how you hold uncertainty — it all has a greater impact on how you show up to do the work.

Which means that doing the inner work isn’t optional. It’s foundational.

It’s not just about working harder. It’s about becoming the kind of person who attracts the right opportunities, shows up with clarity, and operates from a place of alignment — even on the tough days.

And yes, that work is often harder than any external project. But it’s the most sustainable investment you can make.

05 / Not All Networks Are Leverageable — And That’s Okay

In the early days, I leaned into former relationships for guidance, inspiration, and support. But I quickly discovered a nuance I hadn’t anticipated: when you’re no longer within a role, there’s often an unspoken assumption that your engagement is transactional.

And often, nothing could be further from the truth.

What used to be peer-to-peer conversations can feel different when you’re now engaging from the outside. The relational context shifts — unless you name it clearly upfront.

So I’ve learned to approach conversations with more intention. To frame why I’m reaching out. To clarify that it’s a connection, not a campaign. And to ensure that the relational quality isn’t lost simply because the professional container has changed.

Not every strong connection becomes a commercial one. And that’s not a shortcoming — it’s a signal to lead with authenticity, not assumption.

06 / Connection Over Transaction

Here’s a subtle but powerful insight: people engage from their own perspective. And that means they may not always sense your intention — even if it’s sincere.

More than once, I’ve left a casual catch-up feeling unsettled. Not because the conversation was difficult, but because the intention wasn’t clear.

Now, I’ve learned to frame the conversation early — to avoid the ambiguity that can create tension.

So the learning is simple, but essential: be upfront. Be human. Let people know why you’re showing up — even if it’s just to reconnect, reflect, or share ideas.

Build relationships because you value the person — not because you need something from them. And always aim to bring something meaningful to the table, without defaulting to a pitch.

Presence is powerful. Generosity is strategy.

In Closing

This journey — from formal employment to building a self-directed practice — has changed more than just how I work. It’s reshaped how I think, how I grow, and how I connect.

It’s not always easy. But it is deeply enriching. And the version of me that’s emerging through it all is clearer, braver, and more aligned than the one who started.

And that alone makes the journey worth it.