On the bench: Bouncing back stronger, wiser and more focused by Karen Murphy

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Summary

In 2006 I left my role as CEO of the Royal Children’s Foundation to take role that turned out to be a poor fit. Consequently I decided it would be best to move on and find a more suitable role.

I found myself ‘on the bench’ for almost 10 months before my next CEO role presented itself. Facing an indeterminate time between roles was emotionally challenging, requiring me to draw on the reliance I had developed over the years. Yet, it also offered a wonderful opportunity for self-development and personal rebalancing. Having the time to take a good look at your life and to establish some new patterns, objectives and personal commitments is a gift to be valued.

Being able to further develop networks and relationships brought new and unexpected opportunities. Time off between roles can be a blessing in disguise, especially if the right approach and attitude is maintained. Keeping a positive, rational, flexible, solution-focused frame of mind is critical. Over those months I went on a journey that brought new insights, improved relationships and ultimately new energy to my personal and corporate life.

It made me more resilient.

About the Author

Karen Murphy

Karen Murphy grew up in regional Queensland, the oldest daughter of a regional bank manager whose job meant that the family had to transfer regularly from town to town. Karen credits her childhood experience of regular relocations as the basis for her personal resilience and evolution as a change agent.

Karen’s career began as a technical specialist and progressed to international sales and marketing roles in Asia and Europe. In a career hiatus, she enjoyed a time working at the Australian Consulate in San Francisco in the late 1980s. More recent roles included that of national manager with Hewlett Packard prior to taking up the reins of a major charity as CEO.

In 2001, Karen re-launched and re-branded Queensland’s Royal Children’s Foundation through the highly successful Working Wonders campaign, which doubled revenue from $5 million to $10 million by 2005. Karen had to lead massive cultural and organisational change to drive growth in order to achieve this remarkable result.