The Things That are Harder to Name

People often ask me about the kinds of leaders that I work with - what level they're at, what industries they come from, and what they are working on in a coaching partnership.

There are many ways to frame that question and my response, and I find myself drawn less to titles and more to the qualities of a leader's presence and experience. The ones who choose to work with me are often navigating something more than their next career move. They are used to speaking the language of success - strategy, progression, outcomes - because that's what their environments demand. But beneath that, there's often something harder for them to name.

I get it because, in many ways, it's hard for me to name what is next for me and the clients I'm most suited to partner with. It's doesn't fit neatly into a box. And it's not always evident, I'm often surprised. Which is why I'm attempting to write about it now.

Those things that are harder to name - it's often something deeper. A pull toward a different pace, a less frenetic one. A desire for work to feel more fulfilling, not just successful. A sense that leadership is about more than titles, earnings, or achievement. But they're not always sure how to name it, or if it even is welcome in the conversations they're used to having.

Even the most accomplished leaders have places where they get stuck. A leader who becomes distant when they're stressed, even though connection is what they value. A leader who moves so fast that they struggle to be present, missing moments that make their work more meaningful. A leader who is seen as confident but quietly grapples with self-doubt, wondering if they're measuring up.

Leadership isn't just about outward progress, it's also about inner work - the reflection, clarity, and deep sense of knowing and feeling that guide the way forward. Without that, it's easy to lose sight of what truly matters, to push forward without pause, to meet expectations without feeling fully aligned.

With space to reflect, the conversation often begins to shift. The words become less about what should be said and more about what feels true.

These are the clients I work best with - those who are drawn to leading with intention, who care deeply about their impact, and who recognize that sustainable leadership requires tending to both the external demands of their work and the internal world that sustains it.