This client came to coaching feeling stuck in client interactions. They had a successful business but felt anxious about engaging clients, worried about being too pushy, and struggled to maintain momentum without overextending themself.

This client came to coaching feeling drained and unsure of themselves. They were exhausted by a role that no longer challenged them, yet every time they thought about aiming higher, something stopped them.

A client stepping into a challenging new role faced a situation many neurodivergent leaders encounter. The role offered high autonomy but minimal support, and an unsupportive manager coupled with subtle undermining left her anxious and doubting her own capabilities. Over a decade of accumulated experience felt shaken, and every decision seemed fraught with uncertainty.

My client, a senior leader with years of management experience, faced a challenge many high-achievers encounter: Rejection Sensitive Dysphoria. Every knockback, from a job application to an unmet expectation, felt personal, feeding into self-doubt and overthinking.

My client was driven, passionate, and committed to her work. She genuinely cared about the impact she was making, but her dedication had pushed her to the point of burnout. She worked long hours every day, believing that relentless effort was the only way to succeed.

Sometimes leaders believe the problem lies within themselves. One client came to me feeling frustrated, demoralized, and second-guessing her abilities. Her confidence had been eroded by a toxic environment, leaving her questioning her natural talents and professional worth.

When my client first began managing a team, difficult conversations were her biggest source of anxiety. She feared not just the moment itself but the potential aftermath: Would the conversation damage relationships? Could it harm her reputation? What if she made things worse?

When my client first stepped into her managerial role, she was convinced her directness would sabotage her leadership. She worried that her straightforward style would come across as harsh, unkind, or even damaging to relationships with her team. Being called blunt was her worst nightmare, and she feared it might be her ultimate undoing as a leader.

When my client stepped into his first leadership position, he wasn’t sure what leadership really meant for him. After years as a high-performing individual contributor, expectations suddenly shifted. He faced challenges identifying his strengths, networking effectively, and feeling confident in his performance. Like many first-time leaders, he felt uncertain, overwhelmed, and unsure how to build influence in a way that felt authentic.