Jihane Labib - جيهان لبيب

Presence in leadership is rarely built through titles or certificates alone. It grows through the rooms you sit in, the feedback you are willing to receive, and the practice you repeat until it becomes instinct.

After you reach a certain level, credentials don't help much.
What matters more is the lived experience: peer learning, structured supervision, real coaching practice from hour one, and a community that gives you life-long learning.

If you're a manager, HR professional, consultant, or simply someone wanting to gain a deeper growth to support your teams and organizations, this program is designed for you.

Check out the link to Coachinglab Academy 's exclusive training programs in the comments.

Do you read behavior through performance alone or through culture as well?

Because silence is not always disengagement and challenge is not always resistance. People see and interpret things differently through different cultural perspectives.

One coworker might think showing respect means speaking politely and privately. Another might believe it means disagreeing openly in front of others. A third may require time, trust, and understanding of the situation before sharing their opinions.

For experienced leaders, this nuance matters. The key is not to reward the loudest voice or the quickest answer but to design an environment where different forms of contribution stay visible, valued, and safe.

A high-ranking executive in the came to me struggling in a new, larger role. because of his team's performance and I changed his perspective.

He was struggling deeply with delegation. On surface, it looked like its just micromanagement and reluctance to trust the team. A perfectionist mindset people would tell him.

But what I was seeing was something else: a leader caught between duty and growth.

As the eldest son in a prominent family, he carried an inherited belief that leadership meant carrying everything alone. Distributing responsibility did not feel like good management to him.

The dynamics and idea of leadership in his personal life affected his work one. To him sharing responsibility felt weakening his role, disappointing expectations, and breaking a deeply internalized understanding of duty.

We worked on changing how he saw delegation and responsibility by letting his value system and ambition co-exist.

This is why cannot rest on behavior or frameworks alone. Unless we understand the meaning beneath the behavior, we treat while the system that creates them stays intact.

begins when a feels enough to examine the they have spent years protecting.

Organizational culture is a word every leader uses, yet few can break down and work with.

Last week, at the Team Coaching Global Alliance Summit 2026, I spoke about culture in team coaching, and the invisible forces worth noticing.

Culture is a system that lives inside your team. It shapes the meaning people give to authority, voice, silence, feedback, conflict, and time. And when these forces stay invisible, leaders keep solving the same problems without understanding why they return.

Thank you Whitney Luther, ACC, Gillian Walter MCC, MP, ACTC, ESIA, Jonathan Reitz, MCC, ACTC and Karl Van Hoey, MCC, ACTC, MP for making the summit happen, and to everyone who joined the session.

If you missed my session, this deck gives you a way to read your team's culture more clearly so that you can start leading the team dynamics rather than reacting to them.

Whether you lead a team or coach one, the work begins with making the invisible parts of your culture visible. Drop your email in comments and I'll share the deck with you.

Most leaders miss the opportunity to build a coaching culture.

Someone on your team asks a question you could easily answer, but often they don’t need the answer but a space to think it through with you.

Building a coaching culture happens in the middle of ordinary work. Leaders who apply their coaching learnings navigate these moments differently:
• Instead of answering "I don't know what to do’s" they pause and ask: "What have you already thought through?"
• When someone makes a mistake, they ask "What's your read on what went wrong?" before correcting.
• When someone pulls back in a meeting, they notice: "I saw you step back. What's sitting with you?"
Just the willingness to ask rather than tell.

That's the gap between leaders who follow a process and those who build real connection with their teams.

So: what was your missed coaching moment today? I'd love to hear in the comments.

𝘑𝘪𝘩𝘢𝘯𝘦 𝘓𝘢𝘣𝘪𝘣, 𝘦𝘹𝘦𝘤𝘶𝘵𝘪𝘷𝘦 𝘤𝘰𝘢𝘤𝘩, 𝘔𝘊𝘊, 𝘐𝘊𝘍 𝘗𝘊 𝘉𝘰𝘢𝘳𝘥 𝘊𝘩𝘢𝘪𝘳 2026, 𝘢𝘯𝘥 𝘈𝘶𝘵𝘩𝘰𝘳 𝘰𝘧 𝘵𝘩𝘦 𝘣𝘰𝘰𝘬, 𝘊𝘳𝘦𝘢𝘵𝘪𝘯𝘨 𝘉𝘳𝘪𝘥𝘨𝘦𝘴.

Growing up in , I noticed something common between Arabic, Amazigh, French, Spanish, English…

It exposed me to different ways of thinking, deciding, disagreeing, and building trust. And it taught me something I now see in teams.

The friction and miscommunication that these leaders and teams face are never about at all but the small details that show up in :

How quickly people are expected to commit, whether silence signals agreement or hesitation; or how much context is needed before a decision feels credible.

A might see "lack of urgency" but it could be "insufficient alignment" for another.

When assumptions remain invisible, teams often slow down. And thus I always tell leaders to set a system that makes those assumptions visible.

Because that’s when a cultural difference shifts from being a challenge to becoming a strategic advantage.

The ninety-first min

What a morning for Morocco.

The team played with heart, discipline, and incredible composure.

Even under pressure, they kept believing, kept fighting, and found the equalizer when it mattered most.

Then came the penalties !!!! tension until the very last kick.

This was more than a win.
It was a lesson in trust, resilience, and collective strength.

Bravo Morocco!

A regional director that i worked with was in charge of a large merger integration. He had good numbers, and he was disciplined with delivery. But his spirits were low, and sales continued to rise.

As we slowed down to look, one thing stood out, his presence. He had been under pressure and was now in the habit of managing people instead of listening. His people would feel like they were treated like a meat grinder, not understood. They were only being told what to do and didn't feel emotionally attached to the situation.

I didn’t give him a new framework to solve this.
Instead, i concentrated on pointing out to him the things we were subtly carrying: tension, uncertainty, fatigue, silence. Things which aren't visible on any dashboard.

We started to implement listening circles and reflective check-ins so that people could share what they were really experiencing. It was slow. Then slowly, slowly, it changed. The culture shifted from pressure to partnership.

I know this: Ex*****on by itself is not a way to build trust in change. When people feel seen, they move with you, they don't just do what you say.

When you're going through a change and you don't feel right, you're not. I partner with executive leaders to become the presence and mindset of the leader they need to be.

If you want to get in on the action, there's a good place to start. If you’re interested, start here
Link in the comments!

Global collaboration is never easy.
Working with leaders across different markets, I have come to notice this pattern which many organizations miss.

A pattern of biased planning and structure:
- Meetings would happen on headquarters' time.
- Decisions made in conversations that other regions are not even awake for.
- The pace, the communication style, the unspoken expectation of who speaks and when, rewards people who are already comfortable in one particular register.

These patterns often start showing small red flags. Local teams stop challenging assumptions. Escalations usually travel in one direction. People participate less and comply more.

Leaders would get trapped in these emergencies and start mistaking compliance for alignment, and alignment for agreement.

Cross-cultural leadership is difficult because most of its costs are invisible until they are expensive.

As a leader here are a few shifts I would implement to make a real difference to solve for long-term costs :

One of the truths I want leaders to know about org. culture is that team experience is what you need to build it.

You can’t build culture with : values deck, workshops or printed slogans across office walls. Your team learns culture from what they repeatedly experience around you.

These experiences can seem like :

How you as a leader react under pressure, how decisions are actually made when stakes are high or how power is used. Who gets heard in meetings, what behavior gets rewarded and what gets tolerated.

And over time, these repeated patterns shape how your team thinks, communicates, collaborates, speak up, disagrees, or trusts.

Culture is the familiarity your people have in their everyday lives.

I work with senior leaders to cultivate authenticity, inner clarity, and impactful leadership. Book a discovery call to explore how we can work together :
Link in the comments!