Career, Business & Executive Coach | Mindset & Mental Fitness Coach | DISC® Certified | Mentor

On paper, things are going well.
Day to day, it feels harder.

Revenue is coming in.
The team is bigger than it used to be. 
The business is clearly working.

But decisions feel heavier. 
Everything still lands on you. And it is harder to stay out of the weeds.

You have the same job title. Founder. Business owner. CEO.
But the job itself has quietly changed.

What used to work does not work in the same way anymore.

• operations are more complex 
• people issues take up more space 
• decisions are more interconnected

So you keep jumping in and sorting things out the way you always have.
It takes more time. More energy. More of you than it used to.

At the same time, the business is no longer a small startup. 
And it now needs something different from you.

This is a phase many founders hit as the business grows.

It shows up when the business grows, but decisions, ownership, and responsibility still sit with you.

I have seen this pattern repeatedly across my career. 
In startups. In large organisations. And in my own business.

Each time the team grew, the role demanded more.

That transition is where my work focuses:

- how decisions are being made day to day, and why they keep landing back with you
- where ownership really sits in the team (not just on paper)
- what deserves your time now - and what no longer should

Every business at this stage looks different.

The team, the context, the pressures, and the founder’s role are never the same.

That’s why this work is always one to one. 
No cohorts, templates, or fixed programmes.

We work on what is actually happening in your business, and what leadership needs to look like at this stage.

Outcomes my clients experience include:

• simplified operations and clearer priorities 
• avoided or corrected costly team decisions 
• fewer decisions landing back with the founder 
• stronger ownership and accountability in the team 
• stepping out of firefighting and regaining thinking time 
• highly reduced stress at work and at home

Clients often tell me I make complex situations feel simpler and create the space they need to think clearly and make decisions they trust.

My background:

-	30 plus years in leadership roles 
-	Experience across startups and large organisations 
-	Responsibility for people, HR, operations, and sales 

> CIPD in HR Management
> Certified, ICF accredited coach
> Performance & Neuroscience Coaching
> Positive Intelligence Coaching & DISC

☎️ If you are ready to regain control of your business, you can DM or book a 30-minute consultation via the link in my profile.

Monica Federico

I used to think managing emotions at work meant not losing your temper. That was it. 
Keep a lid on it and you're fine.

But that's not where emotions do the most damage.

The real cost comes from the ones you don't notice.

⊙ Being helpful to the point of overload.
↳ That's not generosity. It's a need to be liked.

⊙ The need to stay involved in everything.
↳ That's not a personality trait. It's fear - fear of losing control, or fear of judgement if something isn't perfect.

⊙ Avoiding a difficult conversation with someone who's creating problems.
↳ That's not being measured. It's discomfort dressed up as patience.

These aren't character flaws.
They're emotional responses that became habits.

And habits feel normal.
That's the problem.

Most of us don't struggle with the obvious emotional moments.
We struggle with the ones that look like work style, leadership preference, or "just how I operate."

Winning isn't just about staying calm when things blow up.

It's knowing which of your daily habits are actually emotions in disguise.

--------------
💾 Save & ♻️ Repost to your network
🔔 Follow Monica Federico for more like this

Founders & business owners (10-100) → regain clarity & control as the team grows | 1:1 Leadership & Performance Coach | ICF Accredited Neuroscience Coach

School teaches us WHAT to think.
It almost never teaches us HOW to think.

That’s why many smart people still make bad decisions.

Clear thinking isn’t IQ.

It’s trained mental habits.

Here are 6 that I personally use and will change how you make decisions:

1️⃣ Pause Training

Most bad decisions come from emotional reactions.
Smart thinkers pause first.

Pause → Observe → Respond.

2️⃣ Mental Subtraction

Clear thinking usually comes from removing noise.
Ask yourself: "What can I eliminate?"

Clarity appears when complexity disappears.

3️⃣ Compression

If you can’t explain something simply, you probably don’t understand it yet.

Use the 3–1 rule:

3 bullet points →
1 core idea.

4️⃣ Cognitive Flexibility

Avoid mental ruts.

Ask:
• What would a beginner think?
• What would an expert do?
• What if the opposite were true?

Better thinking comes from new angles.

5️⃣ Pattern Recognition

Smart thinkers notice signals others miss.

Look for:
• repeating problems
• repeated successes
• cause → effect patterns

Patterns help you predict outcomes faster.

6️⃣ Environment Design

Your environment shapes how clearly you think.

Design spaces for:
• deep focus
• fewer distractions
• better mental states

Better environment → better decisions.

Thinking smarter isn’t about IQ.
It’s about training how you think.

When you build these habits:
• decisions become clearer
• stress drops
• you stop overthinking

And you start making better decisions, faster.

------ ---
💾 Save this before your next big one.
♻️ Repost to your network.
🔔 Follow Monica Federico for more leadership & performance insights.

Your brain runs your business. 
Not your strategy. Not your systems. 
Your brain.

I had a week full of life admin, the kind that clutters your head and leaves little space for anything else.

It reminded me of something worth sharing.

When our brain chemistry takes a hit, everything else follows.

Low dopamine and our drive goes flat.
Low serotonin and decisions get murky.
Low oxytocin and our team relationships start to fray.
Low endorphins and stress just compounds.

The problem is that modern founder life quietly attacks all four.

Constant phone use. 
Working alone. 
Rarely moving. 
Not enough sleep.

None of it seems much of a problem. 
All of it is cumulative.

The fix isn't complicated. 
But it does require you to treat your brain like the operational asset it actually is.

This weekend I'm making a point of walking outside, putting the phone down, and sleeping more.

What are you up to this weekend?
(Image credit: Tj Power)
--------------
💾 Save & ♻️ Repost to your network
🔔 Follow Monica Federico for more like this

"I never saw it coming."
But looking back, I wasn't really looking.

I had a high-performing sales manager. 
Numbers were strong. 
The team was running well. 

So I focused my attention elsewhere - on the departments that needed me more.

What I didn't know was that he'd already done the maths.
To reach the salary he wanted, staying would have taken years. Moving industry would get him there faster. 

By the time I found out, the decision was made.
I couldn't have stopped it.

But I might have seen it coming, if only I'd stayed in the conversation.

That's the part I got wrong. 
The silence I mistook for satisfaction.

In corporate, losing a high performer is painful but manageable. There are pipelines, succession plans, and structures that absorb the hit.

In an SME, there's none of that. 
The impact is immediate.

And you have fewer tools to keep people. 
No quick promotion ladder to offer. 
No big brand to lean on.

What you do have is the relationship. 
The conversations. 
The attention you pay to the people who are quietly holding things together.

When you stop, they notice. 
Even if they never say it.

You don't always lose them because you're doing something wrong.

Sometimes you lose them because you stopped doing something right.

When did you last give them a reason to stay?
-------------------------
💾 Save it for later.
♻️ Repost this for any founder or manager who's currently flying blind.
🔔 Follow Monica Federico for more peak-performance and leadership posts.

Your team might read your company values once.
But they watch you every day.

They notice when the 1-2-1 gets cancelled.
Again.

They notice when we say "my door is always open"...
then rush every conversation.

They notice when deadlines slip for us but not for them.

We can write "integrity" on the wall.
We can open every meeting talking about our values.
It won't matter if our behaviour tells a different story.

Because our teams are already collecting evidence.
Every small action either confirms or contradicts what we've said.

Here's two things worth checking this week:

1) Pick one value you talk about. 
↳What would your team have seen from you in the last month that proves it?

2) Look at your calendar. 
↳ Does how you spend your time match what you say matters?
That's where culture actually lives.

The good news is that behaviour can change.
And when it does, your team notices that too.

------------
💾 Save it for later.
♻️ Repost to help others
🔔 Follow Monica Federico for more peak-performance and leadership posts.

Your performance review process should be consistent. 
Your approach should not.

Six reviews in one week.

When you'd rather just get on with it, it's easy to have the same conversation with everyone and get through the list.

And if some of those conversations feel awkward, it's probably because feedback hasn't been happening along the way. 

A performance review shouldn't be the first time someone hears something important.

Before you walk into any of those rooms, stop and ask: 
where does this person actually sit right now?

Not "good" or "not good." 
Not "performer" or "underperformer." 
More precise than that.

 • Capable but disengaged
 • High potential, high impact
 • Reliable and steady
 • Engaged but underperforming
 • Disengaged and underperforming

Most people won't sit neatly in one place, but this is a useful starting point before the conversation.

Each pattern needs something different from you.

The one that's easiest to get wrong? 
Your reliable, steady performer. 

They deliver, they don't make noise, so "keep doing what you're doing" becomes the default. 

We tend to spend our energy on high performers and underperformers. 
The steady ones get left alone. 

And that's often where quiet disengagement starts.

The framework in the graphic gives you a starting point for each one.

They all need your leadership. 
-------------
💾 Save this for your next 1:1
♻️ Repost to help others with this too
🔔 Follow Monica Federico for more like this

Helping founders regain control as their business grows and leadership becomes more demanding | Performance Coaching | ICF Accredited Neuroscience Coach

Our brain craves certainty. 
But nuance is your leadership advantage.

Most leadership advice pulls you toward extremes.

Be decisive or be empathetic.
Hold people accountable or protect morale.
Be self-reliant or ask for help.

But the best founders I work with don't live at the extremes.

They've learned to hold two things at once.

→ No one is coming to save you. True.
You are responsible for what you tolerate, what you prioritise, and how you respond.

↳ And asking for support is still taking responsibility. Also true.
It means recognising where you lack perspective, knowledge, or simply can't carry the pressure alone.

→ You are accountable for your reactions.
That means understanding your triggers and choosing how you show up.

↳ And you are allowed to draw a line.
Responsibility doesn't mean absorbing poor behaviour or pretending everything is fine.

→ You will need to grow to lead at the next level.
Scaling brings new pressures, new decisions, new dynamics. What got you here may not be enough to take you further.

↳ And you are not broken.
Development isn't about fixing yourself. It's about expanding your range.

In practice, this might look like:

- Investing in someone's development while being clear about the standards required.

- Taking ownership of what you can control, and genuinely letting go of what you can't.

- Caring about your people and still making the tough calls that protect the business.

If it feels uncomfortable to hold both, you're probably doing it right.

----------------------

💾 Save it for later ♻️ Repost if you agree
🔔 Follow Monica Federico for more leadership and performance posts.

University of Gloucestershire

Working within the University's Employer Engagement team to lead the creation, administration and organisation of their very first Professional Mentoring Programme. Providing the training and development of mentors and mentees, and playing a lead role in supporting the matching of mentors with mentees. I am responsible for a programme of events and networking activities for all participants.  I provide the annual review of the programme, making recommendations for its future development, and implementing these.

Mentoring Programme Manager

Fiona Jones Coaching

Upon completing my Personal Performance Diploma in 2020, I started my own business coaching individuals to create a healthier lifestyle, embedding progressive habits and a positive mindset. Using Zoom to present and Canva to create my training sessions, most of my work is delivered online in a 1 to 1 capacity or in a group workshop. I have delivered in person corporate events and healthy lifestyle programmes within the community.

Wellbeing & Mindset Coach

Onside Advocacy

Onside is a charity providing advocacy, health and wellbeing services to those who need it most. As a Lifestyle coach, I was responsible for creating the material for a Healthy Lifestyle programme, and delivering this in the community. Leading on stakeholder communications with local community hubs and PCN's to enrol participants and deliver this in-person programme with budget restrictions. I delivered to programme to a Learning Disability support group and adapted resources to ensure the programme was inclusive and accessible. External stakeholder sourcing of the appropriate experts to assist with delivery.

Lifestyle Coach

INTRO Travel

Supporting groups of young people embarking on a Working Holiday Visa in Australia. During a 9 day experience including engaging presentations with helpful content, a tour of Sydney and many activities providing a taste of what the country has to offer, I was their initial pillar of support in the beginning of their journey. 
Other duties included liaising with external service providers to ensure efficient running of the programme, creating bespoke travel packages suiting customer needs and supporting individuals through their quest to obtain work in a completely new country. 
This job revealed to me my passion for working with people to uncover their true calling, defy all of their limiting beliefs and empower them to seek the adventure they desired.

Group Leader

Struman Optics

Selling interchangeable lenses for mobile phones at trade shows across Australia. Setting up fully functioning sales stands at trade shows, to a high standard. Pitching products and using customer buying criteria to create a package for them. Up-selling, building rapport, meeting sales targets and money handling were some of the skills I obtained during my time with Struman Optics.

Sales Consultant

I am a self-aware, motivated individual with a passion for learning and development, both in myself and those I work with. My most recent role at the University of Gloucestershire has seen me working within the Careers Employer Engagement Team, supporting our students to connect with individuals and companies providing opportunities to develop them professionally. 

Within all of my roles, both within and outside of the UK, I have demonstrated the ability to learn new skills and systems at a fast pace while integrating well into my new surroundings. I greatly enjoy creating strong working relationships with colleagues and customers, in order to provide the best service possible. 

I am resilient with a solutions focused, growth mindset and support others in harnessing these skills through my coaching approach. My personal values include integrity, authenticity and kindness. I enjoy creating a collaborative environment in which everyone can thrive and this is what I would consider to be a strong and successful working environment.

taplio

The Battle

Monica Federico

Fiona Jones

Followers

Posts

Engagements

Likes

Performance ScoreMonica Federico's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Monica Federico

Fiona Jones

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Monica Federico's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreMonica Federico's LinkedIn Performance