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"I can't be their manager, their friend, and their mum all at once."

— client in a managerial role

In the first session we opened the topic of how to assert her views within the team. It quickly became clear that the issue was not a lack of managerial skills. The topic was deeper — she had a strong inner need for people to be constantly satisfied with her and to like her.

How it showed up

• •Inner tension at the mere thought of disappointing someone.
• •Avoiding difficult conversations and giving feedback.
• •Making compromises to preserve good relationships, often at the cost of her own exhaustion.

What happened during coaching

We stopped working on management techniques and focused on her personal boundaries. We examined her behavioural patterns and separated her personal identity from her managerial role. In the safe space of coaching we explored how to communicate expectations firmly without losing her humanity.

Outcome and impact in practice

• •She found inner calm and learned to tolerate temporary "unpopularity".
• •She began communicating her boundaries clearly, without guilt or apology.
• •She stepped out of the rescuer role — and paradoxically gained far greater professional respect from her team, and felt relieved.

What happened during coaching

• •He began distinguishing which tasks give him energy and which tend to drain it.
• •He noticed that with certain activities he switches into a "I need to try harder" mode, even when he is already feeling long-term fatigue.
• •He realised that work did not end for him when he left the office.

Outcome and impact in practice

• •He introduced small rituals that help him focus better and gradually separate work time from personal time.
• •He brought exercise and more time for himself back into his life.
• •He learned to consciously "close" the working day and switch his mind to other areas of life.