Jihane Labib - جيهان لبيب

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

Has the start of Q4 got you thinking about what you want to grow into next?For some coaches, that may mean refining your...
31/08/2026

Has the start of Q4 got you thinking about what you want to grow into next?

For some coaches, that may mean refining your practice, preparing for your next credential, or working with a mentor who can challenge your thinking and help you see what you may not yet see in your own coaching.

For leaders, it may mean strengthening your executive presence, communicating with greater clarity and confidence, or navigating your next level of responsibility with more intention.

You may already have the experience, the opportunities, and the platform.

But growth often happens in the subtler moments: how you listen, how you communicate, how you make decisions, how you hold your presence, and how others experience you.

This September, I am opening 4 individual spots for:

Mentor Coaching for coaches

and

Executive Coaching for senior leaders and executives.

Because how you show up in the small moments matters just as much as what you know.

Book a free discovery call today : https://lnkd.in/eUABCFXE

Transitioning to C-Suite happens through these 3 stages. And I have seen that most leaders get stuck in the second one.A...
28/08/2026

Transitioning to C-Suite happens through these 3 stages. And I have seen that most leaders get stuck in the second one.

At stage one you earn the role.
At stage two you start performing it.
Stage three is the one almost no one names, is about inhabiting it.

But if you’re waiting to feel ready before acting differently, you’re keeping yourself stuck.

So here’s what I tell my clients stuck in this transition:
You can’t think your way into a new way of leading.

You can only act your way into enough evidence to finally believe it.

This single reframe can entirerly change the nature of training you set for yourself for leadership role.

A few days ago, I came across a post built around an idea I had shared here earlier. Different words, similar perspectiv...
27/08/2026

A few days ago, I came across a post built around an idea I had shared here earlier. Different words, similar perspective.

It made me reflect on what it really means to contribute to a profession.
Over the years, as a coach, mentor, supervisor, educator and leader in the coaching community, I have seen different approaches to intellectual contribution. Some prefer to protect their ideas closely and I understand why.

I tend to see it differently.

For me, the real value of an idea is not only in who first articulated it, but in what it enables once it enters the conversation.

When a perspective I have shared finds its way into another coaching conversation, a leadership room, a learning space, or even another post, I see evidence that the idea has travelled and perhaps created reflection beyond its original audience.

This is also how I approach mentoring and education.

Mentoring is not simply about preparing someone for the next credential. It is about contributing experience, challenging thinking, sharing what we have learned, and creating the conditions for others to develop their own voice and practice.

Thought leadership, to me, is not about holding ideas tightly.
It is about putting meaningful thinking into the world and allowing it to create more thinking.

So when something I have shared continues its journey through someone else, I take it as a quiet sign of impact.

And if you are one of those people who found an idea here worth carrying forward, thank you.

That is, in many ways, the point.

22/08/2026

A newly appointed COO at a mid-sized family-owned group in the UAE, promoted 8 months earlier from Head of Operations.

4 months into the role, she had stopped taking full weekends off.

She was always online, responsive and willing to step in.

She saw it as discipline.

Yet the whole team was firefighting everyday. All decisions were travelling upward to her.

Because her pace determined the team’s pace. Her constant availability ironically became the hindrance to team’s effectiveness.

Your team may look highly committed from the outside.
But is it autonomous?

This is the part leaders often miss.

Your team is constantly learning from what you repeatedly model:

What deserves an immediate response,
what can wait,
how much pressure is normal,
and what commitment is supposed to look like.

What rituals/practices you follow to keep your team effective and your performance sustainable?

I have coached clients stuck in the transition to senior leadership roles.Here’s one thing many don't notice till it’s t...
18/08/2026

I have coached clients stuck in the transition to senior leadership roles.
Here’s one thing many don't notice till it’s too late.

If this is you…

- You feel bad when not the one solving the problem
- You feel like you aren't as good as you were before because of things such as speed, expertise, ex*****on, etc. don't matter.
- You understand that you need to delegate but when you see someone doing something differently, you want to come back in.

At this very moment you should ask yourself -

Am I acting in the role or am I leading the role?

You might be referred to as being brilliant, well-respected, technically excellent.

But when in the meetings that seek and invite you to fill space, to question a decision, to voice your opinion with the authority of the role that you now occupy, you tend to retreat.

The transition most leaders are never told about is that this sudden shift from “I do” to “I direct” is more of an identity shift than a skill gap.

And that shift does not happen on the day you get awarded with a title. It takes place in a slow but steady manner, and there is a strong strategic support system that you will have to develop.

One of the hardest leadership transitions isn't learning to do more. It's realizing that organization still depends on y...
14/08/2026

One of the hardest leadership transitions isn't learning to do more. It's realizing that organization still depends on you for too much and changing it.

At first, that can feel like commitment. Over time, it becomes…

- exhaustion for you
- slower decisions for your team,
- and a business that struggles to grow beyond your capacity

That's what i call the difference between high output and sustainable collective performance.

The carousel explores where that difference first starts to appear.

The carousel breaks down the early signs of that shift and where it usually starts.

Few days back I went to this cafe to do my small ritual that I recommend to all my clients and I thought of sharing this...
11/08/2026

Few days back I went to this cafe to do my small ritual that I recommend to all my clients and I thought of sharing this with you.

This cafe is in the UAE, but the carved wood and patterned tilework interiors reminds me of my grandmother's house in Morocco. There is something about sitting in a space that carries your roots, it slows you before you have even decided to slow down.

But I was not this comfortable with slowness earlier because whenever the pace slowed, even slightly, my instinct was to fill the space with another project but I've learned with time to resist that.

So instead, I created a small ritual of spending an hour with no goal in mind where I just take my notebook, a cup of atay (Moroccan tea) and reflect on one question:

"What can I do less of, as a leader ?"

It doesn't give you a breakthrough but it helps to connect and put down all your observations and instincts. Less is often the harder discipline, because subtraction asks you to trust that the work will still hold without you adding to it.

Sometimes you simply need enough quiet to hear what has been there all along.

Do you have a personal ritual that helps you reset before the pace picks up again?

3 levels! One commitment: developing coaches towards greater mastery.Proud to have completed the ICF Mentor Coach Specia...
10/08/2026

3 levels! One commitment: developing coaches towards greater mastery.

Proud to have completed the ICF Mentor Coach Specialization at ACC, PCC and MCC levels.

For me, mentor coaching is more than preparation for a credential. It is about sharpening awareness, deepening practice, and learning to see what we cannot always see alone.

Big thanks to Coachinglab Academy and Team Coaching Global Alliance for the many opportunities to mentor and support coaches over the years.

The person who most shaped my coaching practice was much more than a mentor, he was my uncle.My uncle , never told me w...
10/08/2026

The person who most shaped my coaching practice was much more than a mentor, he was my uncle.

My uncle , never told me what to do with my life. He rather did something harder to teach: he kept asking me the WHYs.

- Why do certain families have the same argument across three generations?
- Why do people know what they should do and still not do it?
So many Whys…

I didn’t answer those questions back then as a young child but they stayed with me through my business degree, years in corporate leadership, and across the boardrooms full of executives where the official agenda.

Staying with these questions became a part of me that has been always observing the human stories masked by professional identities of people.

When I started coaching leaders I didn't feel like I was starting something new. I only felt like I was finally naming and practicing what my uncle taught me when I was nine.

Not every mentor announces themselves as one. Some of them are your friends or family and just ask the right questions, leaving you carrying their teachings for decades :)

I have sat across from enough executives to recognize them performing a version of their role to look competent and comp...
06/08/2026

I have sat across from enough executives to recognize them performing a version of their role to look competent and composed but still keep waiting to feel that they genuinely belong in it.

One newly appointed I worked with had earned the promotion by every visible measure. Yet every time a conversation required him to step into real authority, something inside him pulled back.

He used to overprepare, chose his words carefully, and waited for a signal of permission that nobody was going to give. He was operating from fear.

The most consequential transition of your career is also the one where you would navigate it alone. And the reason is never a lack of support. It is inability to name the gap.

The leader performing the role without yet inhabiting it begins to manage from the wrong place, and your team can sense this.

When this gap goes unnamed, the cost adds up in every layer by every day.

Nobody prepares a leader for this internal shift that the promotion quietly demands. A title is given in a day but the work of inhabiting it takes much longer.

If you have lived in this gap, you know exactly what I mean.

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