Specializing in Integrative Mental Health, Women at Midlife, and Executive Coaching
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You have spent decades being exceptional at what you do. You run the company, or the fund, or the book that everyone is waiting for. From the outside, you are at your peak. From the inside, something has begun to shift — and it is not something a quarterly review or a board meeting has language for.
The drive that built your career feels different now. Achievements that were supposed to satisfy you arrive emptier than they used to. The role that defined you — the operator, the closer, the one who delivers — has started to feel like a costume you've worn so long you forgot you could take it off. And underneath it, often for the first time, harder questions are pressing through: What is this for? Who am I when I am not producing? What do I actually want from the years ahead?
For women, this arrives at a particularly demanding moment. The neurobiological reorganization of perimenopause and menopause — the shifts in sleep, mood, focus, and stamina that medicine still systematically undertells — collides with the psychological passage Jung called individuation: the point at which a self built around external achievement begins to insist on something truer. Two upheavals at once, at precisely the stage of life when the stakes, professionally, have never been higher.
I work with this exact convergence, with people whose work makes the rest of their lives quietly negotiable: chief executives and senior leaders, founders, authors and artists, the analysts and bankers who operate at sustained intensity for years. I understand this terrain not only as a clinician with a doctorate from NYU and two decades of practice, but from the inside — I built and led inside large institutions and as an entrepreneur before devoting myself fully to this work. I know the particular grandiosity and terror that live inside high performance, and the specific loneliness of authority that cannot be spoken in the room where it is exercised.
What I offer is not coaching that optimizes you for more of the same. It is depth work for people who suspect they are being asked to become someone the next chapter actually requires — and who would rather meet that deliberately than be overtaken by it.
This work tends to be for you if:

The most experienced women in any organization are often moving through this passage precisely when their institutional value is at its height — and far too many of them quietly disengage, downshift, or leave, at exactly the moment their judgment and leadership are most needed. The cost is rarely captured on any dashboard, because it is psychological before it is operational.
I work with corporations, firms, and partnerships that want to support their senior women through this transition rather than lose them to it. Drawing on depth psychology and my own experience leading inside complex organizations, I help institutions address what conventional leadership development does not reach.
Unconscious drivers and leadership blind spots. Unexamined fear, inherited bias, and old self-protective patterns operate beneath conscious awareness — shaping decisions, eroding cohesion, and driving the avoidable turnover and disengagement that quietly tax an organization. Bringing these into the light produces more resilient, self-aware leadership.
Personality and type as a tool, not a label. Jungian typology — the framework that long predates and underlies the popularized instruments most teams know — offers a genuinely useful map of how people communicate, decide, and lead. Used seriously rather than as a workshop exercise, it reduces interpersonal friction and sharpens alignment.
The archetypes of leadership. Effective leaders move fluidly among universal roles — the Visionary, the Strategist, the Mentor, the Caregiver. Helping leaders recognize and consciously develop these capacities deepens their range and strengthens the culture around them.
Individuation as a performance asset. When accomplished people are supported through their own psychological development, they become more adaptable, more grounded, and more genuinely authoritative. The organizational return — better decisions, steadier judgment, leaders people actually want to follow — is real, even when its source is invisible.
Organizations that attend to both the technical and the psychological dimensions of leadership keep their best people longer and lead from a deeper place. I bring a results-oriented sensibility grounded in real institutional experience — and a refusal to mistake surface-level activity for the deeper change that actually lasts.
Copyright © 2020 by Dr. Jan Roberts, LCSW- All Rights Reserved
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