From Journalism to Executive Coaching

by Dawn Murden
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| Reading time: 7 mins |
Originally published here: https://dawnmurdencoaching.com/2025/03/31/from-journalism-to-executive-coaching/

A dream that started in the school playground

I wanted to be a journalist for as long as I can remember. Before I even knew what a journalist was. When I learnt how to read and write, much later than many of my peers, I loved doing both. In year 3, I created my own newspapers and magazines and sold them in the school playground. To sweeten the deal, I’d tape Chomps and Refreshers (chocolate and candy bars to my global readers) to the front. Even then, I understood the power of a good hook.

For me, journalism wasn’t just about telling stories; it was about giving people a voice. Often those who felt they didn’t have one. Growing up for me was tough, like many. This made me question everything about the world around me. I wanted others to question it too. Alongside (semi)serious articles, I included puzzles and comic strips, because I believed information should inform and educate, but also entertain. Plus, I was eight.

That innate curiosity led me to Bournemouth University in 2007 to do a BA Hons in Multimedia Journalism. I knew I needed a degree. I’d read in some dusty book in the school library that approximately 92% of journalists had one. But for me, university was more than a career stepping stone — it was a triumph. My parents hadn’t gone to university; my mum hadn’t even finished high school. For a long time, for many dark reasons, I wasn’t sure I would either.


An uncertain future

When I graduated in 2010, like many students leaving full-time education, I felt the world had dramatically changed. The 2007 economic downturn had a lot to answer for.

Journalism wasn’t the stable career path I had imagined. (Reader, please remember I was young and naive.) Journalism was never meant to be easy, but I thought it would be somewhat straightforward to find a job. Magazines were shutting down, newspapers were facing massive cuts, and suddenly, it felt like everyone had a degree.

While it was tough, I persevered. I traveled up and down the country interviewing for jobs paying a pittance. I was very close to a role at a TV guide in a quaint northern town. I learnt even more about steam trains than my Dad taught me for a script writing role. And I repressed memories of casual sexism and ageism during a presentation on the state of the UK housing crisis.

With no paid offer, I took an unpaid internship at a small media finance company. After two months, I landed a paid role at a national women’s magazine. I got the job because I’d worked with the editor during work experience. He saw something in me, I think something others had overlooked.

That moment taught me two things:
- Resilience isn’t easy. But keep going, someone will see you.
- A leader can change the course of someone’s career, and even life. Never forget that if you become a leader.


Resilience meets adaptability

The magazine role was everything I’d ever wanted. Until it wasn’t. The industry continued to shift, and after almost-three life-changing years, the publication closed. Redundancy forced me to make my first career pivot. I was 24.

I didn’t stay in my field at national magazines, newspapers, or an agency. I moved into business journalism as an Editor. First at a trade publication for SMEs and entrepreneurs, then onto a C-Suite and non-executive director membership organisation.

This was my first exposure to the realities of leadership at the highest level. I interviewed executives and dissected their strategies. I began to see patterns in what made great leaders successful and why others would fail. I also learnt about the important role of all business stakeholders, including non-executive directors and the chair.

Then, I pivoted again.


Building a team from the ground up

I joined Shorthand as a Training & Support Manager for a simple reason: I loved the product. At the time, it was a 12-person start-up, and their digital storytelling tool totally blew me away.

Beyond the product, I loved that this role still had that connection to journalism. Rather than writing, I had moved into facilitator mode. I became a teacher, a guide, helping others craft their narratives using the platform. I wasn’t just telling stories anymore — I was empowering others to tell theirs.

As the company grew to 50+, I grew too. My remit expanded and the work I was doing with customers formed the foundation of the Customer Success team. Alongside the CEO and with his trust, I scaled the CS function.

In the first 12 months of my role, I joined the AllBright’s Elevator Senior Leadership Programme. Ths external perspective, development and learning were crucial at that time.


A leadership lesson: Adapt or let go

One of the biggest lessons I learned from scaling is that organisations need different people at different times.

In the early days of a startup, you wear multiple hats. That’s part of the excitement! But as the company grows, you move from experimentation to focus, and specialists are needed more than generalists. Some people thrive in that shift. Others struggle.

The reality is, not everyone can navigate that level of change forever, and that’s not always about skill. Sometimes personal circumstances can make it difficult to keep adapting. An unstable home life, mental health struggles, or simply realising you should be doing something different.

As a customer success leader, I had to support people through that transition. Sometimes, this was successful, other times it wasn’t. And that includes myself.

As I see it, there are different seasons of leadership. And at some point, I had to ask myself: Can I keep adapting? Or is it time for me to move on?


That inner voice

I had always struggled to trust myself and my instincts. Even when my gut feelings were so strong that physical symptoms hit me hard. Leadership coaching helped change that. It helped me lean into my instincts instead of second-guessing them. It helped me tame that inner voice and work with it for the better.

After eight years at Shorthand, a mental health crisis (I’m still learning) made me step back and rethink my path. Leaving wasn’t easy, but it gave me clarity.

The feedback I received was truly validating. The impact I’d had on colleagues and customers was clear. “Exceptional”, “strategic”, “empathetic”, “inspirational”, “collaborative”, “motivating”, and “kind” were all words echoed back to me. I needed to hear them.

This made me realise where my true strengths lie: Helping others reach their goals.


My offering today

Reflecting on my Squiggly Career (love this concept, find out more here https://www.amazingif.com/), I know I’m exactly where I need to be.

Today, I specialise in executive coaching services, working with CEOs, C-suite leaders, and SMEs. I support others to step into their power. Together we navigate change, improve leadership effectiveness, create memorable customer experiences, and drive sustainable business results.

Here’s what I believe after 15+ years in media, tech, and startups:
- Resilience isn’t about being tough. It’s about knowing when to shift, grow, and rethink your path.
- Empathy is a superpower. The best leaders I interviewed (and worked with) understood the human side of business.
- Leadership isn’t about a title, it’s about how you show up every day.
- Heads down, grinding away we can get stuck. Coaching and mentoring raises self awareness.
- Everyone can learn and grow. Companies can put the tools in place to support this.


Let’s chat

Whether you are an individual looking for one-on-one leadership coaching, or a company seeking a bespoke programme, I can help.

Ready to chat and make a positive change? Book a free discovery call today, and let’s explore how we can work together.