My Other CV: My True Self

In April 1998 I learnt I was to be admitted to the PwC partnership and received many congratulatory messages (and even one telegram). In October 2016 I announced my now-imminent departure and received many more generous comments about how I've been valued. 

Those bookends of my identity as a PwC partner remind me that we're most noticed when we arrive and when we leave! But they also weave a narrative of Dawson the Successful Partner. The real narrative is much more nuanced. Yes, there are successes, and my usual CV stresses them all. But there are plenty of failures too. 

We talk about bringing our whole selves to work. This must mean sharing the CV of Failures as well as the CV of Successes. Here's mine. 

Worrying beginnings

My mum cried at every school report from 11-16 as I was described as failing on my potential. I only performed when I was 'on report'. I scraped six O-Levels and grudging acceptance into the 6th form. 

Social confusion

My teachers despaired that a bright teenager was only interested in playing the fool. They didn't see that my tomfoolery was a mask for my insecurity with my peers and my failure to find a more constructive way to fit in. At the end of it I failed to apply to Cambridge, as my parents and brother had, for fear of not getting in. 

The path of least effort

At university I studied history which minimised lecture hours, and specialised in arcane ninth century Frankish studies which minimised my reading list. I regret my failure to use my free time to develop new intellectual and cultural passions, preferring the extra hour(s) in bed in the morning. 

What next?

Ninth century Frankish history created few clear career paths so  audit training at PwC enabled me to work my way around the board of business basics before passing go and collecting £200. After three months I approached my university tutor to ask if I could come back to do a PHD. Her wise advice was to stick with auditing because I'd make a lousy academic. I wasn't a great auditor either. 

Those who can't do, teach 

On the Monday after my final accounting exam I transferred to the firm's training department. The highlight was teaching audit planning to our Scandinavian firm who decided to send all their staff on a charter flight to Greece to save the cost of an expensive Stockholm hotel and bar bill. The course ran for five days from 7am to noon and 5-9pm every day, and from 12-5 the Scandinavians lay practically naked on the beach. Then they partied from 9-3am. It was a surreal introduction to behavioural science. 

Client consulting

My first consulting project was for a Russian bank in a pre-Glasnost Moscow that was chilly for more reasons than the snow outside. The iron curtain was still drawn and my efforts to convince Russian managers to learn about staff empowerment fell (via simultaneous translation) on deaf ears. 

Those who can't teach, carry bags

In 1996 I became chief of staff to the global chairman. In two action packed years the firm tried global profit sharing for the first time and then merged PW and Coopers. Like Forrest Gump I was there through it all but my main claim to fame was arranging every ExCo seating plan and dinner menu. 

Cosmetic surgery

As a young partner I got to choose a new brand name for our fledgling change consultancy. We opted for Transform, only to spark a legal dispute with a firm of the same name in Leeds..... which specialised in breast enlargement. 

Losing pitches

Neither Walter Mitty nor Forrest Gump ever lost a pitch. My cv for the last 15 years stresses all my successful pitches and client engagements. It doesn't mention the failed pitches at global oil firms, consumer giants, aerospace leaders, mobile pioneers, retail and investment banks and mutuals. I learnt from every one. 

Lead Relationship Partner

I was the lead partner on the firm's leading global full service client. I followed in the footsteps of an iconic leader who over more than ten years built fabulous foundations; but I was ousted after two. It was painful but I learnt that my value is as a specialist leading the work, not as the relationship builder introducing others. 

Back to the Future

In 1993 I supported a great leader setting up the firm's first change practice. In 2000 I helped establish a global change practice. In 2003 after the sale of our consulting practice to IBM I re-established our change practice in the UK and in 2005 did the same globally. In 2008 I tried again, launching a global change methodology called Making Change Stick. In 2014 I became People and Organisation leader for, counting all those earlier efforts, the sixth time. Mark Dawson Limited will be attempt number seven. 

Trapped in a narrative

They say false modesty is the refuge of the insecure, so am I playing down my success to encourage others to proclaim it? No, I'm proud of my successes and what I've achieved. I simply want to be known as Mark the person, warts and all. That way, anyone trying to take any lessons from my successes will recognise they can learn as much from my points of failure as they can from my achievements.