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Beyond Skill and Strategy: Coaching the Human Side of Performance
Written by Renata Pekala, Executive Advisor, Kinavic Leadership Acceleration
With over two decades in learning, talent development, and leadership coaching, I’ve seen how performance is the lifeblood of professional services. New joiners and newly promoted Partners, Principals, and Managing Directors step into roles where expectations are high, client demands are immediate, and cultural standards are uncompromising.
Firms work hard to support them with onboarding, role clarity, and well-defined expectations, yet I saw firsthand how many leaders still found the transition harder than expected—and as a result, performance suffered.
From my experience working with hundreds of executives in professional services, it is rarely a question of ability or ambition. More often, it comes down to the human side of performance: their “hardwired” traits and the tendencies, beliefs, fears, and habits they carry with them—factors which often shape how easily they adapt and succeed.
The Human Barriers to Performance
New Demands, Old Habits
I often see newly promoted leaders continue to operate as the technical experts they once were. One director instinctively stepped in to fix every problem, but her new role required her to focus on client strategy and team development.
After a few performance coaching sessions together, she began asking different questions. Instead of “How do I solve this?” she shifted to “How do I help my team succeed?” The change was immediate. Her team grew more capable, and she was able to operate at the strategic level expected of her which elevated her impact and her team’s success.
The Hidden Emotional Load
Transitions are stressful. Behind many polished professional exteriors lie personal strains such as family demands, self-doubt, or the constant weight of performance pressure. Leaders rarely admit this in public. Performance coaching provides a safe, confidential space to process these emotions and find ways to navigate them successfully. For many, that release clears mental bandwidth and restores focus at the moment they need it most.
The “Prove Myself” Pressure
One new Partner told me, “I feel like I need to prove every day that the firm made the right decision to hire me.” That pressure translated into overwork, reluctance to delegate, and late nights that left her drained. Instead of showcasing her leadership, she was edging toward burnout and underutilising her team.
Through performance coaching, she uncovered the belief underneath: “If I slow down, people will think I am not good enough.” Reframing that story allowed her to delegate more and trust her team. The result was less stress, greater credibility, and a stronger team around her that lead to better results
Imposter Feelings
Another executive hire once confided, “Everyone here seems sharper than me, I am just waiting to be found out.” These imposter feelings are surprisingly common in high-performance cultures and when left unspoken and unaddressed, they can fuel defensiveness or risk-aversion.
Through coaching, he came to see those doubts not as proof of inadequacy but as a normal response to transition. Naming and normalising the experience gave him the freedom to take bolder, more authentic steps with clients that led to better outcomes for his clients, and for him.
How Coaching Enables Higher Performance
I’ve found that the expectation that Partners will be hired or promoted and meet or exceed performance expectations without any support has been proven false again and again. Even the most capable and competent executives benefit from a trusted third-party to help them navigate the road to higher performance.
Here are a few ways I’ve seen performance coaching impact leaders at the executive level:
- Reframing the narrative. Leaders identify the unhelpful stories that drive their behaviors and replace them with perspectives that create space for growth.
- Aligning strengths with expectations. Leaders learn to channel their unique strengths into the evolving demands of the role, building performance that feels both authentic and sustainable.
- Building self-awareness. Honest reflection and feedback help leaders see themselves as others do and adapt accordingly.
- Creating psychological safety. Coaching provides a confidential space where fears and doubts can be voiced without judgment, reducing their impact.
Performance in professional services is always under the spotlight. Structures like onboarding and role clarity are essential, but they are only the foundation. It is the human side that most often determines whether a new leader survives or thrives.
When firms invest in performance coaching at these pivotal moments, they support leaders to overcome invisible barriers, reconnect with their strengths, and step into their new roles with clarity, confidence, and impact. That is when performance truly takes off.
At Kinavic, I continue to apply my learnings and experiences throughout my career to help Partners in professional services firms overcome their own barriers to success and accelerate their performance. To get in touch with the Kinavic team and book a strategy call to discuss how to help your Partners perform better, faster, visit the contact page.
Reni Pekala
Reni is an Executive Advisor at Kinavic Leadership Acceleration, bringing over 20 years of experience in leadership development, talent strategy, and executive coaching to assist leaders in leveraging strengths and addressing barriers.
