Your new job isn't a bigger version of your old one.
First team. First time leading leaders. First seat in a room where you're expected to have a point of view. Your success now hinges on not just your work, but on what you can inspire and draw from others. What made you great at your last role won't be enough to be great in this one. That isn't a flaw, it's just not something people prepare you for.
Sound familiar?
You absorb instead of delegate
You protect your team from the load by carrying it yourself. You're exhausted, and they're not growing. Or worse, they are frustrated.
You avoid the hard conversation
You care so much about how feedback will land that sometimes it doesn't launch. Meanwhile the problem compounds, and that's not kind to anyone.
You know you're making an impact. The people above you can't see it
Your team is steadier, people stay, problems surface early. None of it is written down anywhere, so when calibration season comes, "great with people" gets read as "not strategic."
You wonder if you have to change who you are
You look at the leaders getting promoted and think: I don't want to become that. Good news: you don't have to. It may not always be easy, but you'll feel more like you.
Keep the foundation. Add the business edge.
Coaching with me isn't about softening your standards or hardening your personality. It's about building the specific skills that let leaders like you drive outcomes:
Define the leader you're becoming: we set goals for revenue, for hiring, for the roadmap, and we course correct on all of them. Almost nobody does it for how they lead. We'll name what you're aiming at, and then I'll help you get there, course correcting along the way.
Deliver feedback that's honest because you care: hard messages, clean and direct, without the hedging that muddies them.
Set boundaries and hold the bar: accountability isn't the opposite of empathy; it's what empathy looks like when you respect someone's potential.
Make your impact legible to the business: translate trust, retention, and engagement into the language your executives fund and promote.
Protect your energy: caring deeply is expensive, and I won't pretend there's a perfect balance waiting at the end. What we can do is build practices, together, that keep you closer to full than drained.
If you've been told you're "too nice."
Somewhere along the way, someone suggested that caring this much is a liability. Maybe it was a review, a passed-over promotion, or just a raised eyebrow in a calibration meeting.
You're not too nice. You're under-armed. Your empathy isn't the problem, it's the most valuable raw material you have, and the leaders people actually follow are rarely the ones who cared least. What's missing are the skills to turn it into results the business can see, and you don't have to become someone else to get them.
This is the work I'm best at.
Jane is particularly good at building people up and helping them see their own strengths. Not in a fluffy way, but in a deep way that allows people to confidently step into their leadership, make difficult decisions, and live up to more of their true potential. Jimmy Chen, Co-Founder & CEO, Propel
Simple, human, confidential.
We start with a free 30-minute consult, to see if we're a fit for both of us. From there, most people meet with me for regular 1:1 sessions, with real support between sessions when something's on fire.
Whether you're paying yourself or your company is sponsoring it, what happens in our sessions stays between us.
I work on hourly and retainer arrangements. Tell me what you have in mind, and we'll figure out together whether it makes sense to work with each other.
Or learn alongside other new managers.
I run small manager cohorts: six 90-minute sessions, one every two weeks, with self-guided work in between. Four to six people in a group, at $1,200 per person.
Some of these run inside a single company. I'm also forming groups made up of people from different companies, and that version has its own advantage. Nobody in the room reports to anyone else, nobody is in your performance review, and you can say the hard part out loud without it traveling.
If you want to be in one, email me and I'll put you on the list for the next group.
Your heart and instincts got you here.
Let's build the leader who gets you where you're going, without leaving your values behind.
Email me and I'll send back a few times that work.