I started my professional life as a newspaper reporter, first for a suburban Washington, D.C.-area weekly and then for The Baltimore Sun, where I worked at a zoned suburban weekly section for awhile and then went "downtown" to do police reporting.
Migrating into magazines, I became an editor. I served as the editor of Garden Design, and later went to The Nature Conservancy's headquarters office in D.C., where I worked as the organization's publishing director. I worked on business and editorial issues in the publishing operation, and got some management experience.
After my husband and I moved to the West Coast in 1994, I ended up at Adobe Systems Incorporated, where I started an online magazine for the company. (The job was a merger of my publishing background and my rapidly developing interest in technology; my last project at The Nature Conservancy had been an online project.) I got connected with high-tech people, who formed the base of my new network.
While I was at Adobe, I began to dread the boredom and loss of interest that I knew would come over me once the project I'd been hired for was completed. Because of my need for variety, I had a history of tackling complex problem sets whose solution required a steep learning curve and a high output of energy. It had become very stressful to change jobs in order to find the right combinations of problems, and the boredom "crash" I experienced repeatedly was stressful in itself -- as was the high-energy, Type-A behavior required to do the jobs I found.
A friend pointed out to me the thing I'd always enjoyed the most in my work -- hiring, managing and developing people -- and suggested that I consider business coaching. Today I happily run my business coaching practice out of a home office.
Coaching gives me the quality I'm looking for in my interactions with people. The results of my work are apparent to me every day. And, because every client and every discussion is unique, the variety I experience is endless.