Jihane Labib - جيهان لبيب

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Jihane Labib - جيهان لبيب Coach Internationale Certifiée MCC et ACTC par ICF- et MP par l’EMCC-Formatrice, Mentor et superviseur de Coach

What an incredible experience attending the ICF Eastern Europe and Baltic Regional Chapter Leaders Forum! 🌍This year, IC...
28/09/2026

What an incredible experience attending the ICF Eastern Europe and Baltic Regional Chapter Leaders Forum! 🌍

This year, ICF has organized several regional forums across the globe to bring us closer to our local Chapters, foster deeper connections, and address regional needs more effectively.

A heartfelt thank you to all the Chapter and Board Leaders who joined us and actively contributed their energy, wisdom, and insights. Special thanks to our host, The Sakartvelo Chapter of ICF • ICF საქართველო and to our brilliant MC Claudiu GURA for guiding our sessions so seamlessly.

Big applause to our team Eliza Tsolakou and Sofia Rodrigues, CAE, AAiP, CMM for their outstanding professionalism and hard work in making this event such a resounding success.

Having joined International Coaching Federation back in 2010 as a member, and now serving as Chair of , my heart is filled with deep gratitude. ICF supported my growth over the past 14+ years, and today I am truly honored to give back to my peers worldwide as we continue to elevate the coaching profession and expand our global impact.

I'm leaving with invaluable insights, key learnings, and new friendships. Looking forward to our next steps together!

Last month, I sat in on a leadership team meeting that moved through 11 decisions in 40 minutes. Everyone called it effi...
24/09/2026

Last month, I sat in on a leadership team meeting that moved through 11 decisions in 40 minutes. Everyone called it efficient. I’d disagree.

What I noticed had nothing to do with the decisions themselves. It was the room. Voices moved faster and eye contact got shorter, until by the ninth decision, two people had stopped speaking altogether.

This is what speed does when it goes unmanaged. It does not just compress time; it compresses thinking, and it does so without anyone announcing that it has happened.

Presence under pressure is often described as staying calm. That is not quite it.
The leaders who hold up in genuinely fast environments are rarely the calmest people in the room.

They are the most anchored, which is a different thing: they can move at pace and still track what is actually happening to the people around them.

That anchoring does not come from slowing the clock down.

The clock in a GCC boardroom during Q4 is not going to slow for anyone.

It comes from a leader deciding, deliberately, what they will not sacrifice for speed, before the pressure arrives.

Before your next fast-moving meeting, what have you already decided you will not give up for speed?

Ce matin, je suis allée voter pour exercer mon droit institutionnel. Pour moi, c’est le strict minimum de notre engageme...
23/09/2026

Ce matin, je suis allée voter pour exercer mon droit institutionnel. Pour moi, c’est le strict minimum de notre engagement citoyen.
Pourtant, je reste souvent perplexe en échangeant avec des personnes de mon entourage : éduquées, cultivées, bien informées qui choisissent d’abandonner ce droit. Les justifications sont nombreuses et souvent compréhensibles, mais la réalité reste la même :

Comment espérer le changement si nous refusons d'y contribuer ?
Comment attendre de l'amélioration si nous laissons la chaise vide ?

S'abstenir, c'est laisser les autres décider à notre place de nos priorités, de notre avenir et de celui de nos institutions.
Le véritable changement n'est pas le fruit du hasard. C’est ensemble que nous y arriverons, en créant cette masse critique capable de déclencher le point d’inflexion tant attendu.
Et vous, quelle est votre posture face à cette responsabilité ?

More than once, a leader has asked me why their strongest people keep asking for more ownership, then seem to pull back ...
23/09/2026

More than once, a leader has asked me why their strongest people keep asking for more ownership, then seem to pull back the moment they get it.

The pattern is almost always the same.

Someone asks for more autonomy and the leader responds by adding more instructions and more check-ins on how the work should be done.

It comes from good intentions: the leader wants the person to succeed.

But what it signals to the person receiving it is different.

It says the request for trust was heard as a request for help.

Autonomy is not the absence of guidance.

It is guidance that assumes the other person will find their own way through it, and that their way might look different from yours.

I have coached executives who could recite the theory of delegation perfectly and still tighten their grip the moment someone asked for room to work.

The gap between knowing this and living it is where most leadership development actually happens.

Service over assertion means noticing which one is actually being asked for and having the discipline to give that instead of the one that feels safer to give.

The next time someone on your team asks for more ownership, what will you actually hand them: room, or more instructions dressed up as support?

22/09/2026

I have lost count of how many senior leaders tell me their calendars now include decisions their teams used to make without them.

They usually call it thoroughness. I call it something else.

This year, GCC organisations flattened structures on paper: fewer layers, shorter reporting lines. What did not flatten with it was the trust that used to live inside each layer.

So decisions climb, quietly, without anyone deciding that they should. Not because leaders demanded more control, but because nobody redrew the boundary of who is allowed to decide what once the layer that used to hold that boundary disappeared.

It looks like diligence from the outside. Inside the organisation, it behaves like a bottleneck, and everyone below the leader knows it before the leader does.

I have watched executive teams sit in this discomfort for months, unwilling to name it, because flattening the chart was supposed to be the solution, not a new source of the same problem.

Removing a layer of structure does not remove the need for boundaries. It only moves the work of drawing them onto whoever is left holding the decision.

When did you last ask your team where the actual edge of their authority sits, instead of assuming they already knew?

You cannot lead a changing organisation based on ideas you built for a different ecosystem.For GCC leaders, Q4 is turnin...
19/09/2026

You cannot lead a changing organisation based on ideas you built for a different ecosystem.

For GCC leaders, Q4 is turning into more than just a growth challenge.

AI is changing how work gets done.
Geopolitical uncertainty is changing how businesses think about risk.
Talent expectations are changing.
Organisations are becoming more multicultural, more distributed and, in many cases, flatter.

Leaders are being asked to make decisions faster than ever but they are facing a paradox.

The faster the environment moves, the easier it is for them to become more controlling. It could feel like having control but it actually slows your teams down.

And I've seen this play out many of my clients I’ve coached as well.

In a high-growth, high-change environment, your ability to let go and adapt is the only competitive advantage you can build.

Every leadership team preparing for Q4 reviews 5 key areas but most cannot confirm if the team can deliver those numbers...
17/09/2026

Every leadership team preparing for Q4 reviews 5 key areas but most cannot confirm if the team can deliver those numbers.

Revenue. Pipeline. Cost. Headcount. Forecasts.

Q4 pressure drives leaders to focus on these numbers, but they only reveal where the business is, not what’s actually blocking your team's progress.

The real risks often sit underneath the dashboard - in decisions, people, capacity and leadership.

Here’s a Q4 leadership checklist that you should address to plan ahead for Q4:

1. Strategic readiness : Are our priorities still based on assumptions that hold?

2. Ex*****on readiness : Where are decisions, resources or processes likely to bottleneck?

3. Leadership readiness : Where will leadership capacity be stretched?

4. People readiness :Do we have the capability, accountability and alignment to deliver?

5. Adaptability readiness : What could change between now and December, and how quickly can we respond?

These organisational variables largely determine whether your numbers can actually be delivered.

A fintech CEO I knew entered a leadership offsite without a deck or KPIs, yet his approach boosted team productivity wit...
15/09/2026

A fintech CEO I knew entered a leadership offsite without a deck or KPIs, yet his approach boosted team productivity within six months.

Unlike typical offsite meetings, he started with one question: why do you show up daily to help the team understand the true purpose behind their work, beyond the metrics?

Leaders have already started Q4 planning across the GCC with questions like - Where are we behind on target ?

But what usually goes unexamined is whether the assumptions underneath them are still true.

Here’s what I tell leaders to take into any Q4 planning conversation:
1. Take time to revisit Q1 honestly before planning forward
2. Question the assumptions behind your annual priorities, not just the targets themselves
3. Identify where leadership capacity will be stretched to find bottleneck before Q4 arrives
4. Decide what to stop and make processes lean
5. Stress-test your plan

In a market that moves as quickly as the Gulf, speed rarely separates the leaders who are prepared from the ones who are reacting.

Seeing what is coming before everyone else does tends to matter more.

I’ve sat with enough directors on the edge of C-suite, here’s something nobody tells you when the evaluation for your ne...
10/09/2026

I’ve sat with enough directors on the edge of C-suite, here’s something nobody tells you when the evaluation for your next role starts.

With Q4 coming in GCC market, many organisations start thinking about next year’s structure, headcount and leadership plans.

So even if no one is talking to you about a promotion yet, people are already watching.

You could meet every stated criterion, your numbers holding up with industry experience no can beat.

And still, the promotion can go to someone else.

Here’s are 3 leading questions that matters more when it comes to promotion to C-Suite.

1/𝘏𝘰𝘸 𝘺𝘰𝘶 𝘩𝘰𝘭𝘥 𝘱𝘰𝘸𝘦𝘳 𝘦𝘷𝘦𝘯 𝘪𝘧 𝘺𝘰𝘶 𝘥𝘰𝘯'𝘵 𝘩𝘢𝘷𝘦 𝘪𝘵 𝘺𝘦𝘵.
Can you speak with authority when you’re not the most senior person in the room?Or do you still wait for permission?

2/𝘏𝘰𝘸 𝘺𝘰𝘶 𝘳𝘦𝘴𝘱𝘰𝘯𝘥 𝘵𝘰 𝘤𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴
I’ve watched highly capable executives become defensive the moment real feedback arrives. As humour, reframing or debate.

3/𝘏𝘰𝘸 𝘥𝘰 𝘱𝘦𝘰𝘱𝘭𝘦 𝘧𝘦𝘦𝘭 𝘢𝘧𝘵𝘦𝘳 𝘣𝘦𝘪𝘯𝘨 𝘪𝘯 𝘢 𝘳𝘰𝘰𝘮 𝘸𝘪𝘵𝘩 𝘺𝘰𝘶?
Do they feel safer to speak or smaller? Your boards notice this and your teams feel it.

None of these things are “written” into the promotion criteria. But you are being evaluated on them all the time.

If you are in the middle of a transition like this, or preparing for one, a discovery call is a good place to start.

Connect with me : https://lnkd.in/eUABCFXE

I have spent 15000+ hours in coaching executives and leadership development and here’s what I’ve noticed in leader who h...
08/09/2026

I have spent 15000+ hours in coaching executives and leadership development and here’s what I’ve noticed in leader who has done the work.

The change doesn't show up in the leader first.
It always shows up in their team.

A senior banking manager from my earliest sessions, once told me, “I don’t do emotion. I do results.”

He recently got promoted to a senior role but his team was disengaging.
He thought he was giving them space but they were experiencing it as distance.

So we worked on his communication, his leadership and emotional clarity and gradually as he became more aware of himself, he became more present with his team.

Internal work is often treated as private, something a leader works through on their own time, separate from the job. But a team always senses a leader's internal state and decides who you as a leader.

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