POORLY MANAGED TRANSITIONS
CAN CAUSE CONFUSION, CHAOS AND CHURN.
You are a senior team that is…
Re-shaping after a restructure or leading a highly distributed team.
Working through strategic partnerships, mergers or acquisitions.
A newly formed C-suite following expansion or new CEO entry.
Providing self-development support to middle management without doing any yourselves.
What you might be seeing in the team…
Confusion or stasis around decision-making, boundaries and remits.
Misunderstandings, quiet mistrust or unhealthy competition.
Slow innovation, low morale and high churn.
Lack of role-modelling, which create a value action gap in the organisation that causes broader dissonance and dissatisfaction.
“It’s not the changes that will do you in; it’s the transitions.”
William Bridges, author of ‘Managing Transitions’.
Inflect empowers senior leadership teams with the skills, styles and systems
to move through and master organizational inflection points.
Increase clarity
Speak cleanly and clearly, to unlock accountability and alignment.
Maintain focus
Keep your eye on the prize so you can work towards systemic change.
Stretch listening
Listen deeply in order to learn,
understand and develop as a leader.
Exercise humility
Increase diversity of thought, enhance empathy and combat group think.
Expand creativity
Inject creative curiosity, to empower decision making and leverage differences.
Encourage boldness
Bring an open mind and be willing
to question the status quo.
PERFORMANCE AND LEADERSHIP FOR PEOPLE AT THE TOP OF THEIR GAME.
I could write an essay on how I work with people and teams in transition. I combine a whole array of approaches that straddle psychology, science, conflict resolution, art and design – embracing that change requires ‘flow’. Getting out of your own way is a constant dance. I support high performing professionals on that dance below the surface.
I love the below saying that I learned at an exhibition:
“Biting the finger of amazement” is a gesture known in Persian which indicates intense feelings of wonder or shock.
If you or your team are in transition and need help with dealing with your own wonder or shock, do get in touch.
“It’s not only the question, but the way you try to solve it.”
Dr. Maryam Mirzakhani, Stanford Math Professor + Fields Medal winner
WHAT PEOPLE SAY.
“Maeve played a crucial role in shaping our C-Level team, helping us build a cohesive unit where open and honest discussions could take place without fear of judgment. She helped build a psychologically safe environment that allowed us to challenge ideas, navigate difficult conversations, and grow as leaders.
Personally, she helped me refine my leadership brand, make tough managerial decisions with confidence, and develop a deeper understanding of my strengths and weaknesses. Her coaching pushed me to improve my public speaking, adopt a 360-degree perspective on leadership, and stay grounded while making the most of my capabilities.
What sets Maeve apart is her ability to blend personal experience with structured, thematic coaching. She doesn’t just share theories—she makes them relatable and applicable to real-world executive challenges. Her approach resonated strongly with our team, making complex leadership concepts easy to grasp and implement. Maeve’s impact on both my personal growth and our leadership team has been profound, and I highly recommend her to any executive looking to evolve in a meaningful way.”
Keith Cassar is the Chief Technology Officer at Game Lounge, responsible for driving technology strategy, innovation, and operational excellence. With extensive experience leading teams across international markets, he specialises in aligning technology with business goals to support growth and efficiency. His leadership spans multiple industries, from data and analytics to product development and cybersecurity, enabling companies to scale and adapt in a fast-changing landscape.
“I started working with Maeve when our organisation was facing lots of internal and external challenges and I was wondering if I really wanted to keep going. From the beginning she was able to read my body language (in remote settings as well as in person), asking me questions on topics I was ignoring (or didn’t want to address). Our sessions brought a lot of clarity and brought back all the energy that I had lost without realising it.
We then started a few sessions of duo coaching with my co-founder and we quickly transformed both our structures and our focus.Every time we have these sessions (one on one or duo), I prepare only top-line topics, but the conversation always takes me somewhere that I wasn’t expecting. She is able to hone in immediately on the underlying issues that need addressing.
I find the balance between challenge, therapeutic interventions around ‘self’ and clarity creation around ‘the collective’ very helpful. I can apply them immediately and see the change. I can’t recommend her highly enough when you’re going through any type of transition as a person, duo or wider executive team.”
Delia Meth-Cohn, Director at Rethinking Removals, is a senior leader with 30 years of experience working with business and government at the highest levels and has a reputation for forward-thinking and excellence. A highly skilled leader focused on driving climate ambition through clear narratives and deep collaboration, these days specifically in the field of carbon removals. Before this, she held a whole host of senior positions at the Economist.
