I love coaching people.
Not in a hype-filled, “change your life in 12 weeks” way — but in the slow, grounded, deeply human way that comes from watching people develop over time.
It’s probably why many of us became health professionals in the first place. We are wired to notice growth. To hold space for change. To walk alongside people as they become more capable, more confident, and more aligned with who they are becoming.
Today I met with a group practice owner who is stepping more fully into her CEO role.
Multi-site.
Busy team.
High clinical demand.
A genuinely complex business.
And two things stood out so clearly that they’re worth sharing.
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1. She Didn’t Come Asking, “Just Tell Me What to Do”
When we first started working together, she did what many of us do (especially those trained as clinicians).
“Tell me what to do.”
“What’s the right answer?”
“What would you do in my situation?”
That’s not wrong. It’s often the starting point.
But today was different.
She came with clarity.
She said, “Here’s the issue. We’ve tried this, and this, and this. None of it has delivered the outcome we need — which is a consistently performing employee. We care about this person deeply. They’re going through some hard personal stuff. But we’re stuck.”
That moment matters.
Because it signals that someone has reached what psychologist Gay Hendricks describes in The Big Leap as their upper limit — the point where effort alone stops working, and a deeper shift is required.
She wasn’t outsourcing responsibility.
She wasn’t avoiding discomfort.
She had already done the thinking, the trialling, the experimenting.
Which meant our work was precise.
I didn’t need to spend 45 minutes asking foundational questions.
We didn’t circle endlessly.
We moved straight to the real tension — how to lead with care and accountability.
In about 15 minutes, we landed on a solution that:
- works for her as the leader of the business
- protects the culture of the team
- communicates expectations clearly
- and still demonstrates compassion
That’s the difference between having a coach and using coaching well.
If you want to get the most out of coaching, come with:
- what you’ve already tried
- why it didn’t work
- where you feel stuck despite your best efforts
That’s where excellent coaching does its best work — not by giving answers, but by helping you see what you’re actually grappling with.
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2. “I Won’t Move on My Personal Projects Until the Practice Is Stable”
The second thing she said stopped me in my tracks.
“I’m not moving forward on any of my personal projects until I know the practice is stable.”
That is leadership wisdom.
And honestly?
It’s wisdom I wish I had applied 15 years ago.
As leaders — especially ambitious, creative, values-driven ones — we often want to move fast.
Writing the book.
Launching the podcast.
Running the conference.
Becoming the speaker.
Building the online presence.
All of that can be meaningful.
All of that can be exciting.
But what we sometimes forget is this:
The business that pays the bills still needs attention.
I know this because I lived the consequences of not honouring that truth.
One of my greatest regrets is not building systems in my private practice early enough — systems that allowed the business to operate without me.
Instead, I was still building them while going through chemotherapy.
I don’t share that for drama.
I share it because leadership decisions compound over time.
👉 Don’t be Jo.
Stability first.
Systems first.
Capacity first.
Then growth.
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Why This Matters More Than Ever
I left that session feeling deeply honoured.
Not just because I get to work with thoughtful, courageous leaders — but because when quality leaders seek support, something bigger happens.
Teams are held more safely.
Burnout is reduced.
Clients continue to receive care.
Mental health support remains accessible in communities that need it.
This is what sustainable leadership looks like.
Quiet.
Intentional.
Grounded.
Human.
And it’s why I will always believe that coaching done well isn’t about answers — it’s about helping people lead in a way that serves their business, their people, and their lives.
If you’re a leader who is building something that matters, you don’t have to do that alone.
And if you’re willing to come with what you’ve already tried — we can do powerful work together.