Letting go of the doing
You were promoted because you were excellent at the work. Now the work is other people. We build the delegation habits that make that switch survivable.
Leadership coaching
I coach newly promoted executives through the hardest transition in their career — going from doing the work to leading the people who do it. Ten sessions. One clear plan. No corporate jargon.
About
I was promoted to my first leadership role at 29 and spent the next two years quietly drowning. Nobody told me that the skills that got me promoted were not the skills the job required. I worked longer hours, held on to too much, and nearly left the profession entirely.
What changed things was working with a coach who asked better questions than I was asking myself. That is the work I do now — with leaders in exactly the position I was in, so the learning curve costs them months instead of years.
The work
Most new executives struggle with the same three problems. We start there, because solving them frees up the time and clarity to work on everything else.
You were promoted because you were excellent at the work. Now the work is other people. We build the delegation habits that make that switch survivable.
Underperformance, pay, promotion, conflict. We rehearse the conversations you have been avoiding until you can have them without dread.
If every decision routes through you, you are the bottleneck. We redesign how your team makes decisions so it stops being your calendar problem.
Results
“I came in thinking I had a time management problem. Ten sessions later I understood I had a trust problem. My team is stronger and I stopped working weekends.”
“Maya does not hand you frameworks. She asks the question you have been avoiding and then waits. Uncomfortable, and by far the most useful professional support I have had.”
Get started
No pitch. We talk about what is actually hard right now, and I tell you honestly whether coaching is the right answer for it.