Responsibility
and delegation
You’ve handed over the task, but you’re still checking it at 10 p.m. We can examine where your responsibility ends, what your team needs from you and what makes it difficult to let them do their part.
Executive coaching with Annie Wright
You can love the work.
And want a different way to lead.
You can be good at leading and still be exhausted by how much of the business lives in your head: the decisions that come home with you, the conversations you keep postponing, the work you’ve delegated and quietly taken back. Coaching gives us room to examine what needs to change, in your leadership and in the conditions around you.
Bring the professional decision that’s following you home, whether you’re leading a company, a practice or a team. We focus on your choices, working relationships and goals.
Individual video sessions. Ask about session format, current availability and fees before deciding whether to proceed.
When knowing isn’t enough
You might already know
what you need to do.
You’ve rehearsed the feedback on the drive home, decided which responsibilities to hand over and promised yourself you’ll stop answering messages through dinner. Then Monday arrives, and you’re doing it all again.
Knowing what would help doesn’t necessarily make it easier to act. A reasonable decision can still mean disappointing someone, being less indispensable or doing something without a guarantee that you’ll get it right.
And not every difficulty is a personal pattern. An understaffed team is still understaffed. An unreasonable workload doesn’t become reasonable because you’ve learned to tolerate it. We consider the conditions you’re working in as well as how you respond to them.
The founder behind the work
I’ve been responsible
for the whole thing.
I founded, scaled and sold a multimillion-dollar, multi-state mental health company. I loved building it, and I also know what it is to have so much of your identity tied to the business that stopping doesn’t feel like rest.
So when you bring a question about delegation, an exit or what comes next, I’m not treating it as an abstract leadership exercise. I bring both my clinical understanding of people and my experience of being responsible for a business.
Read the company chapterThe focus of the work
Bring the decision.
Bring the part that’s difficult.
Responsibility
The conversation
you’re avoiding
You’re managing around a problem rather than addressing it with the person involved. We can prepare for the conversation: what needs to be said, what’s yours to resolve and what you’ll do if the other person disagrees.
Ambition
and its costs
There may be goals you still want and obligations you’ve stopped questioning. We can consider what you’re choosing, what you’re maintaining by default and which trade-offs you’re willing to make.
A different
next chapter
A new role, an exit, a return to work or a decision to stay can raise questions your résumé can’t answer. We can consider what you want the next chapter to include, what you’re reluctant to leave and which decisions actually need to be made now.
Start with what’s happening.
Bring the situation that keeps taking up space in your head. We clarify the decision, the people involved, the constraints and what you’ve already tried.
Look at the pattern and the context.
We can examine your assumptions, your responses and the conditions you’re working within. The aim is to distinguish what you can change from what needs a boundary, negotiation or organizational response.
Choose something to try.
A conversation, a different decision or a clearer division of responsibility. Consider what happened, what you learned and what you want to adjust. Not every useful change has to be dramatic.
A closer look at coaching
Take the conversation
you keep postponing.
You've written the feedback three times. Each version is kinder, longer, and less likely to tell the person what actually needs to change. Meanwhile, you're still doing the part of their job you hired them to do.
Separate the decision from what it brings up.
We can work with that. What needs to be said? What are you expecting will happen if you say it? And which part of the problem belongs to you, rather than becoming yours because you're willing to keep handling it? We look at the actual situation, not just how uncomfortable the conversation feels.
Sometimes the difficulty is a familiar response to disagreement. Sometimes it's a person who hasn't been doing their job, an unclear role, or a team without enough resources. Those call for different decisions.
Make the next action specific.
That might mean preparing direct feedback, deciding what you will and won’t take back after delegating, or naming the conditions under which you’ll stay in a role. We can work through the language, the likely responses and how you want to conduct yourself if the conversation becomes uncomfortable.
The aim isn’t to remove every difficult feeling before you act. It’s to make a considered professional choice without letting the feeling make the whole decision.
Bring back what actually happened.
What did you try? What changed, and what didn’t? What did the situation show you about the team, the organization or your own expectations? There’s room to adjust the plan rather than turn one difficult week into a verdict about you.
We keep organizational realities in view. A staffing problem, discriminatory treatment or an impossible workload isn’t solved by asking you to become better at enduring it.
Keep ambition, without making it everything.
You may still want the promotion, the company, the next demanding project. I love building things, too. The question isn't whether ambition is bad. It's what you want it to make possible, what it's costing, and whether the rest of your life gets a vote.
What the engagement looks like.
Individual coaching takes place by video. We confirm the session length, frequency, availability, goals and agreement before beginning; the inquiry is a chance to discuss fit, not a commitment to proceed. Fees are shared privately.
The example above illustrates an approach. It isn’t a client account or a prediction of your results.
Scope & practical details
Working together.
The practical details.
I bring 15,000+ clinical hours and the experience of founding, scaling and selling a company to my work as an executive coach. Our focus is your leadership, professional decisions and working relationships.
We meet individually by video. Before beginning, we discuss what you’d like help with, current availability, session frequency and fees, then agree on the scope of our work.
You can also read about my individual therapy practice if that’s the kind of support you’re looking for.
Explore individual therapy- Service
- Individual executive coaching
- Scope
- Professional goals, leadership and working relationships
- Format
- Individual video sessions
- Before you commit
- Ask about fit, fees and engagement details.
Before you reach out
A few practical questions.
Do I need to know exactly what I want to work on?
You can begin an inquiry with the professional situation you’re facing and the kind of support you’re looking for. There’s no need to send your clinical or personal history through the website.
How does your background inform your coaching?
I pay attention to both the professional situation and the patterns that can make it harder to navigate: needing to be indispensable, avoiding disagreement or feeling responsible for everyone’s response. We consider how those patterns affect the decisions in front of you, alongside the realities of your team and organization.
How do I find out about fees and the structure?
Send a coaching inquiry to ask about current fees, availability and session frequency. Review the proposed arrangement and coaching agreement before you decide. There’s no need to share private workplace documents or health information to ask those questions.
Will you create a strategic plan for my organization?
Our focus is how you lead and make decisions, rather than producing an organizational strategy or running the business for you. If you need organizational consulting, that’s a different service.
Before an engagement
Before you decide to work together.
Executive coaching with Annie
Bring the question
you keep coming back to.
You don’t need to have a coaching goal polished into a sentence. Tell me the professional situation you’re facing, and we’ll discuss whether working together makes sense.
Ask about executive coaching