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.

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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.

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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)
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"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?
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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.

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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. 
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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.

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Empowering female Directors to become successful VPs with my 7-step Passport to Promotion Framework | 10/12 women aiming for the VP role landed it in under 365 days, my about section shows you how to become the next.

👋 Hi, I’m Jill Avey, Founder of SisterSmart® . And I'm a Professional Certified Coach (PCC), Ivy League MBA graduate... and Leadership Mentor for ambitious women navigating the path to the C-suite.

I help high-achieving women break through the “Stuck VP” phase... and elegantly step into executive roles with clarity, confidence, and authenticity.

💡 Tell me if this sounds familiar:

You’re an accomplished VP or Director with years of hard-won results. But, despite your dedication... you still feel like you’re not being taken seriously.

You’re leading teams, handling high-visibility projects, and solving complex problems. Yet, vague feedback like “be more strategic” or “you need more executive presence” leaves you wondering what more you need to do.

You’re juggling critical responsibilities at work while balancing personal life... and the pressure feels relentless.

You know you’re capable of more. But, the self-doubt creeps in when stakes are high... and it feels like you’re constantly having to prove yourself.

If that sounds like you, know this: 

You’re not broken. You’re just in a system that wasn’t designed for women leaders.

That’s where I come in.

My Signature 7-Step Passport to Promotion™ Framework: 

I combine neuroscience-based leadership strategies with real-world experience to help you move from stuck to unstoppable. 

The 7 Steps:

1. Self-Leadership: Build resilience and confidence
2. Brain-Based Communication: Develop your executive presence and influence 
3. Intentional Career Planning: Create a strategic plan for your career 
4. Confidence Without Burnout: Learn how to advocate for yourself 
5. Authentic Leadership: Lead in a way that’s true to you
6. Mindset Mastery: Break free from imposter syndrome and self-doubt
7. Support Network: Connect with a community of like-minded women

Real Results:

Over 180 clients have secured VP and C-suite roles in healthcare, tech, and finance—often within just months of completing the program.

They report feeling more confident, visible, and valued—and see real results in compensation, influence, and career satisfaction.

🏆 Why Work With Me? I’ve actually been in your shoes. 

After 25 years as a corporate executive, I know what it’s like to navigate high-stakes leadership while balancing personal ambitions and professional expectations. My approach is research-backed, heart-led, and rooted in real experience.

I believe you deserve a leadership journey that’s both successful and sustainable. And I’m here to help you build it.

📩 Send me a DM: Let’s build your path to the C-suite together.

Jill Avey

Kindness in leadership isn’t soft.

It’s how strong cultures are built.

(Want to lead with strength and kindness? Download the free guide here: https://lnkd.in/gbAcgVWv)

Every week in coaching, I hear the same story.

A talented director working under someone who still leads like it’s 1985.

– Pressure over partnership
– Micromanaging at 10PM
– Confusing intimidation with high standards
– Counting hours instead of outcomes

And here’s the hard part:

Those leaders genuinely believe it works.

Because in the short term, it does.

People comply.
Deadlines get hit.
Mistakes get called out.

But what they don’t see is the cost.

➝ Innovation sitting in draft folders
➝ High performers quietly updating their CVs
➝ Energy spent managing fear instead of solving problems
➝ Trust thinning with every harsh email

Fear can drive action.

But it cannot build commitment.

Human-centered leadership isn’t about lowering standards.

It’s about raising ownership.

When you replace micromanagement with empowerment
➝ People stop waiting for permission.

When you swap unrealistic demands for stretch expectations
➝ Teams push themselves.

When you develop underperformers instead of tolerating them
➝ Performance improves without fear as fuel.

The old way treated people like problems to monitor.

The better way treats them as partners to empower.

And when leaders choose empathy, clarity, and courage
they don’t just build kinder cultures.

They build teams people don’t want to leave.

The culture you create today determines the talent you keep tomorrow.

If you believe leadership can be both kind and high-performing,
repost this to help more people see what strong really looks like.

(Want to lead with strength and kindness? Download the free guide here: https://lnkd.in/gbAcgVWv)

♻️ Repost to help your network rethink what strong leadership actually looks like
Follow me, Jill Avey for human-centered leadership insights.

Helping High-Achieving Women Get Seen, Heard, and Promoted | Proven Strategies to Stop Feeling Invisible at the Leadership Table 💎 Fortune 100 Coach | ICF PCC-Level Women's Leadership Coach

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