When great leaders stop doing it all, their teams start to rise.    A Managing Director at a North American asset management firm was known for delivering exceptional results — so much so that their hands-on approach became the standard for their team.  But when the pathway to promotion stalled, coaching revealed the real issue: they weren’t leading too little, they were doing too much.   By taking on too many approvals and day-to-day decisions, they had unknowingly become th

Sometimes the feedback is valid — it just needs definition.    A senior executive we coached was told they needed to “be more courageous.” The problem? They already saw themselves as bold and decisive — exactly the traits that built their career.  But as we discovered through the Nexus Coaching process, the issue wasn’t performance. It was alignment.   The COO’s definition of courage had evolved. It no longer meant taking charge — it meant stepping back. Trusting the team. Op

When technical excellence meets a new level of leadership, the biggest shift isn’t in skill — it’s in mindset.   I recently worked with a VP of Operations at a Canadian mining company — a technically strong, highly capable leader who had just stepped into an executive role.  Like many who rise through operational ranks, they faced a challenge few talk about: letting go of the work they used to master. When things got tough, they instinctively stepped back into old habits — so