You’ve invested in group leadership programmes.
You’ve sent women on the confidence workshops.
And yet…
Research shows that between 75-90% of women leaders suffer from imposter syndrome
Self-doubt remains a key factor in affecting women’s performance, career progression and well-being.
If your company has...
a less than desirable female talent pipeline
low numbers of women in senior leadership or middle management
women who are capable but aren't speaking up in meetings
brilliant but disengaged female employees
women not putting themselves up for promotion internally
high attrition rate of female leaders
You know the replacement cost of a capable woman and can put a number on it.
What's harder to quantify is everything else:
the institutional knowledge that risks walking out the door
the culture those women have been actively building
the signal that losing them sends to every other woman in the organisation who's watching to see if this is an environment worth investing in
And the women who stay but who are operating at diminished capacity - using a significant portion of their energy to manage their own nervous system rather than doing the work they were hired to do.
The programmes helped. Most of them genuinely did. But they worked at the thinking layer - mindset, reframing, strategy, understanding the pattern. And the pattern keeps recurring, because the programmes didn't reach the layer where it actually lives.
“Jenni’s coaching is different to other corporate leadership and coaching programs. It’s a journey of self-discovery that provides insights, learnings, and tools that positively impacts both personal and professional wellbeing and performance. With Jenni’s coaching, I was able to better understand how to tap into a more positive mindset that nurtures confidence and happiness.
A lasting impact, highly recommend.”
PR & Communications NZ Leader | Amazon Web Services
What these environments actually do to capable women
Women working in male-dominated organisations are often running on nervous systems that have been under sustained load for a long time.
They're managing their composure in rooms where the dynamics are particular - where certain people set the tone, where disagreement can happen in the corridor instead of in the room, where the unstated rules are more powerful than the stated ones. They're absorbing the friction of environments that reward a specific kind of behaviour and ask them, implicitly, to adapt to it. They go home and replay conversations their male colleagues closed the door on an hour ago.
This doesn't look like crisis. It looks like competence. Often it is competence - but it's competence running on a depleted system, and the cost compounds over time.
By the time the attrition happens, it usually isn't about the role itself. It's about a nervous system that has been managing an environment for years, in ways that were never named or addressed.
What I offer
1:1 Coaching
I work with senior women in organisations via 1:1 executive somatic coaching.
It's private, in-depth, sustained work - not a workshop, not a cohort programme, not something designed to scale.
86% of companies report that they recouped their investment on coaching, and more (ICF 2019).
values driven
I take organisational referrals selectively. The fit has to be right: for the individual and for the organisation's genuine willingness to support the work and the employee (and for me).
If I don't think I'm the right support for the person you have in mind, I'll say so.
lived experience
I understand the sport sector from the inside. Not from having researched it - from having led inside it, navigated its particular dynamics, and done the work of rebuilding a sports organisation through significant financial and cultural challenge. I've sat in those board rooms. I know what they ask of the women in them.
What the coaching produces
The women I work with don't come out looking like different people. They come out looking more like themselves.
In environments that have been steadily asking them to be a managed, composed, smaller version - that is often the most significant change possible.
Specifically, what changes:
They stay in hard conversations rather than going quiet or over-explaining.
They stop absorbing other people's dysregulation and carrying it into the next meeting.
They say what needs to be said in a way that reflects how capable they actually are - not the softened, hedged, carefully-managed version they default to under pressure.
They remain regulated when the room is not. Which is a leadership capability that sport organisations in particular desperately need, and rarely name as such.
By investing in developing women in your organisation, you can:
Build your female talent pipeline and create diversity when it comes to recruiting internally so that you have more equal representation in leadership
Gain a more diverse range of voices speaking up in meetings and sharing brilliant ideas
Benefit from more engaged female employees so that they aren't looking for the next company that will support them to grow
Retain talented women so that you save on recruitment costs and knowledge gaps and lower your attrition rate of women in leadership
Create a reputation as a great place for women to work so that they recommend it to others in the industry so that you’re attracting female talent organically
Make the most of talent that's keeping quiet and develop them into leaders so that you meet diversity quotas
Jenni has truly given me fresh perspective on how to tackle head on, challenging and emotionally challenging areas of my life, as they arise. The techniques on how to manage active listening, stress and other situations has seen the changes trickle into many different areas of my life. I can't explain how invaluable these sessions have been for me.
A.M. | Specialist HR (Performance Materials, Technology, SST & SACOA) |DKSH
What this isn’t
It's not a group workshop.
The kind of work that actually
shifts nervous-system-level
patterns requires real depth,
real relationship, real time.
Group delivery doesn't get there.It's not an off-the-shelf programme.
I don't deliver content the same
way twice. The work follows the
person.It's not a quick fix. Change at
this level takes time - the
package runs across ten months
for a reason.
“Working with Jen was an amazing experience; I was lucky enough to have one to one sessions with her that Jen tailored for my specific needs. I really enjoyed her relaxed style, it made me feel comfortable to open up about personal issues. After completing the course and sessions with Jen I now feel a lot more confident in my job and have a more positive outlook on life in general.”
Rachel Hindley, VP Corporate Development
Let's have a conversation
If you're thinking about this for a specific woman in your organisation - or if you want to understand what it would actually look like before you make any decision - reach out.