I help clients unravel the operative narratives that shape how they see themselves—individually and collectively—and how these narratives may be influencing team dynamics and performance.
While this exploration can feel unsettling at first, stepping into how we operate provides a deeper focus and clearer sense of purpose—both of which foster stronger connections and spark greater creativity.
Using narrative coaching techniques, clients come to understand how personal and cultural attitudes, values, beliefs, and thought patterns directly shape behavior, relationship quality, and overall effectiveness. In short, we explore how inner narratives influence every aspect of how we show up and lead.
Since we cannot be equipped for every situation, knowing our boundaries matters. Understanding who we are, what drives us, and how we function opens the door to discoveries with powerful ripple effects. This is a humble but courageous endeavor—one that allows us to “walk the talk” regardless of our position or title.
Broadly understood, this work means becoming more conscious of one’s values, beliefs, worldviews, and emotional states across contexts. Once these aspects of the self are acknowledged, they unlock possibility, shift dynamics, and open doors that once felt closed.
Here are some guiding questions I invite clients to explore:
What’s possible here?
How might my strengths be a weakness in this situation?
Am I truly listening to what’s being shared?
What am I paying attention to?
What are appropriate boundaries for this context?
Am I aware of my thoughts and feelings in this moment?
How do I express myself constructively when I don’t feel generous or grounded?
Can I have honest, clear conversations with superiors? With my team?
How do I stay connected to my instincts when the room feels noisy?
Am I in integrity—with myself? With the organization?
Do I have the respect of those around me—and do I offer respect in return?
How can I better serve to inspire and motivate others?
A business example from a major European industrial company illustrates this process well:
“Initially, leaders were met with strong resistance after launching an initiative to delegate and decentralize responsibility for capital expenditures and resource allocation to the plant level. Once the issues were put on the table, it became clear that the business-unit leaders were genuinely concerned that the new policy would add to the already severe pressures they faced, that they did not trust their subordinates, and that they resented the idea of relinquishing control. Only when they were convinced that the new approach would actually save time and serve as a learning opportunity for junior managers—and when open-minded colleagues and mentors helped challenge the ‘heroic’ leadership model—did the original barriers begin to dissolve.”
(Source: McKinsey & Company)
In short: without self-awareness, we often underestimate how strongly context shapes our choices. Under stress or uncertainty, we may default to misaligned behaviors—ones that don’t reflect our values or intentions. Self-awareness is the compass that helps us navigate those moments with clarity and integrity.