I help ambitious leaders scale their impact by elevating their teams. As an ex-Deloitte consultant and former Chief People Officer for tech and telecom companies, I bring over 15 years of international executive experience. Having lived in three countries and served clients on six continents, I have supported organizations through major global financial crises, wars, and the COVID-19 pandemic. Over the last five years, I've dedicated myself to helping senior leaders and founders achieve their personal and business goals faster than they ever imagined.Subscribe to my newsletter.
Choosing My Clients, My Values, and Getting Real Feedback Along the Way
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Hi there, Just yesterday, I found myself reflecting on why being a solopreneur feels so much more fulfilling than my previous role as a corporate leader. In the early days, I led large organizations, steering M&A processes, cultural transformations, and the digitalization of HR. I felt needed and important, but I also felt stressed, anxious, and as if my entire career was constantly on the line. Now, I don’t have a big team—just a small group consisting of myself, my assistant, and a bunch of AI agents handling many of the technical tasks. But the best part of my work is that I get to choose the people and organizations I want to work with. I’m no longer afraid of being fired, and I can let go of a client if I feel our values are dangerously misaligned. And there’s another bonus—I receive constructive feedback much more frequently than I used to in corporations. Feedback is a critical component in both personal and professional development. When properly utilized, it can significantly enhance productivity, strengthen relationships, and boost overall satisfaction. Research from HBR shows that 57% of employees prefer corrective feedback, 72% believe their performance would improve with more of it from their managers, and 92% agree that negative (redirecting) feedback, if delivered appropriately, is effective at improving performance. People want feedback, yet they often hesitate to give it. That’s why my recent Forbes Coaches Council article is all about exactly that— How To Get Honest Feedback: Moving Beyond ‘Good Job’. If you’re noticing that the feedback you’re getting feels too basic—more like “good job” without anything truly helpful—I suggest reading my latest article on Forbes Council. It offers practical tips on how to go beyond vague praise and get the honest, constructive feedback that helps you really grow. I’d love to hear your thoughts on it. How do you currently approach getting feedback in your own work? Let’s continue the conversation. Cheers, Daria P.S. - If you enjoy these updates and want to stay in the loop, follow me on LinkedIn for articles and posts on leadership and team development. |
Daria Rudnik Coaching & Consulting
I help ambitious leaders scale their impact by elevating their teams. As an ex-Deloitte consultant and former Chief People Officer for tech and telecom companies, I bring over 15 years of international executive experience. Having lived in three countries and served clients on six continents, I have supported organizations through major global financial crises, wars, and the COVID-19 pandemic. Over the last five years, I've dedicated myself to helping senior leaders and founders achieve their personal and business goals faster than they ever imagined.Subscribe to my newsletter.
Hi there. It’s been a little quiet on my end lately, but for good reason! I’ve been working on something exciting: starting in 2025, I’m relaunching my newsletter with a fresh format designed to give you even more tools and insights you can use immediately with your teams. I can’t wait to share it with you, so stay tuned. In the meantime, I’ve got some updates I’d love to share with you: 1. My Latest Forbes Coaches Council Articles I’ve been diving deep into leadership and team dynamics over...
Hi there, One day I was sitting on a plane during a night flight from Nicaragua to Amsterdam. It had been an exhausting week—first, a transatlantic journey to Peru; then, a ride on a small, shaky plane to Nicaragua; and now, the long haul back to Europe. We were setting up new offices in these countries, and my role was to ensure that all our people and talent processes were aligned with headquarters. My mission was to build the same vibrant culture across all our locations. It was hard...
Hi there, After conducting several interviews with leaders from around the world and diving into the existing research on leadership paradoxes, I recently published my Forbes Council article titled, “The Art Of Balancing Leadership Paradoxes.” I remember myself in the early days of my leadership career, trying to be both a strategic thinker while still delivering visible results. Thinking I was building a strong team by providing very little guidance, then suddenly diving into the details...