Leadership isn't just for executives. As artists, we're constantly leading — our projects, our collaborations, our careers, our creative visions. In this installment of the CEO Chronicles, I speak with leadership coach Kelly Kienzle about finding clarity in confusion, trusting your instincts, and remembering you don't have to figure everything out alone. Give it a listen and let us know what questions you have for Kelly (or myself) in the comments 💬
Theresa: Kelly and I have been working together since September 2021, right after I took over as interim CEO at Fractured Atlas. She's been an incredible partner, helping me learn so much about myself and what leadership even is. How did you get into coaching?
Kelly: I had led teams for several years, and I learned firsthand just how unsupported it is to learn how to become a leader. I was so hungry for a space where I could figure out what kind of leader I wanted to be. Then one day, a friend connected me with Christine Wahl, founder of Georgetown University's Leadership Coaching Program, and by the end of that 30-minute call, I knew coaching was what I wanted to do. It's the perfect blend of social science, psychology, organizational development, self-awareness, and intuition.
Theresa: I can completely relate to helping people figure out their own stuff. I've been feeding a sourdough starter recently, and it kind of makes me think of that. You see the progress, and even if that person doesn't see it as tangibly right away, you see it, and it continues to feed you.
Kelly: There's a certain light that comes on a person's face when they discover something new about themselves. When that light comes on in a coaching conversation, there's nothing better. There's so much of our awareness we can't access. I think one reason we're here is to try to open as many of those doors in the great big mansion that is our brain.
Theresa: That's a learning curve. You can't expect to go into coaching and be told what to do. It's really about opening those doors that already exist within you so you discover your authentic approach to leadership.
Kelly: It would be a disservice for me to give answers. Those leaders have a wealth of experience and knowledge that I will never have. The answer must come from them. I'm here to ask the questions that help bring those answers to the surface. I can bring tools and frameworks to help give shape to their answer, but the best answer always comes from the leaders themselves.
Theresa: The world has changed a lot in the last few years. What are you hearing from leaders about the biggest challenges right now?
Kelly: The chaos from early 2025 has led to bone-deep fatigue. Leaders have been struggling to manage confusion and ambiguity, to keep their energy up while in constant firefighting mode. I'm working with them on building clarity and confidence, getting very clear on where to focus their energy, and living by what I call chaos values — those absolute deepest, most core values you hold onto even when chaos hits. One tool I like is going "up on the balcony," where you can get a broader, more strategic view of what's happening down on the stage.
Theresa: Taking care of yourself is really hard to remember when you feel responsible for your mission and the people who work for you. What's the metaphor you use with the river?
Kelly: Stay on the riverbank. If you jump into the river with them, you'll get swept away too. Follow along on the riverbank so you can throw a rope down. You cannot be as angry, stressed, or despondent as they are, because then all is lost.
Theresa: Why do you believe coaching matters today, especially in times of chaos?
Kelly: There's a greater number of responsibilities on leaders' shoulders now than just five or seven years ago. We expect leaders to nurture a culture of learning, create psychologically safe spaces, navigate national politics, all while setting vision and removing roadblocks. This is a tremendously expanded role, and there's just no training for it. Coaching is that tailored, individualized space where you can talk through specifically what you're facing with complete confidentiality. You can speak bluntly, describe frustrations, and brainstorm with abandon. I think it's critical for leaders to have that kind of space.
Theresa: Once you open those doors and learn more about yourself, you begin to trust your instincts more. You can interrogate them to know when they're helpful and when they're not. It builds confidence.
Kelly: We've all seen this when mentoring others: one day they come to you and say, "I did it myself." That pride and confidence is huge. To take away that opportunity by doing it for them is such a loss.
Theresa: What are the no-nos in coaching?
Kelly: One big no-no is getting emotionally attached to your own ideas. I can suggest, "Have you thought about doing this?" But then I need to detach and let the leader decide. No matter which option they choose, that's the best option. If I don't respect that, our relationship loses trust. This applies to leaders too — learning when to disengage from your own ideas is helpful no matter which side of the coaching table you sit on.
Theresa: Can you describe what growth looks like when someone's being coached well?
Kelly: When coaching is going well, leaders go through three phases. First, realizing there's this whole other world of how they can think about themselves as leaders. Second, a heavy phase where they realize they haven't been doing it this way and feel they've let their team down. This heaviness is still a sign coaching is working — the importance of what they're learning is sinking in. Third is self-forgiveness, recognizing "I was doing it differently for a long time, and beating myself up isn't helpful." When they reach self-forgiveness — one of the most difficult skills we can acquire — that's when I know coaching has gone well.
Theresa: Hindsight is 20/20. You have to forgive yourself and say, "I was working with what I had then."
Kelly: I heard a quote I love: "Forgiveness is giving up all hope for a different past."
Theresa: Is there a standout memory that's stayed with you?
Kelly: Early on, I worked with a team for about nine months. I felt discouraged because I didn't see them changing behaviors or shifting mindsets. After they reached their big goal, I told one of the senior leaders I was sorry I hadn't made more impact. She replied, "I don't think you realize the impact you had. We reference you and our work together regularly." I was shocked. I realized I had created this story about what I should see as evidence of progress. But I usually can't see the impact of my coaching because I'm not in their meetings. I was creating a story about my ineffectiveness when I really only see a small sliver of people's lives. I remind myself of that weekly. You do not know how much impact you're having. If they keep inviting you back to the table, you're probably having the impact you want.
Theresa: For those who say coaching sounds great but they can't afford it, what would you say?
Kelly: Reach out to coaches you're interested in — they often offer lower rates for nonprofits. If you have no budget, there are three paths: contact the International Coaching Federation for their database of coaches who take pro bono clients; check if your local Center for Nonprofit Excellence has vetted coaches; or get a coaching book, get a friend, and do it together. I recommend On Becoming a Leadership Coach by Christine Wahl, Co-Active Coaching by Henry Kimsey-House et al., and my workbook Alchemy Workbook: Journey Into Your Next.
To learn more or connect with Kelly, visit opencirclecoaching.com or reach out: kelly@opencirclecoaching.com