Global relocation often begins with a sense of excitement—new roles, new countries, new beginnings. But beneath the surface of opportunity lies a deep emotional journey that many organizations fail to account for. Leadership coach and business psychologist Samia Shehadeh knows this journey well, both professionally and personally.
Having lived in seven countries across three continents, Samia Shehadeh draws from decades of experience in organizational and personal change, coaching insight, and psychological frameworks to help relocating professionals—especially executives and their families—navigate not just the logistics but the mental and emotional transitions that come with a move. Shehadeh has recently partnered up with Heart Relocation to develop Heart Coaching Services, supporting executives and their families through their leadership and relocation challenges.
Riding the Emotional Curve
Relocation, Shehadeh says, often follows a predictable emotional arc. Borrowing from the Kübler-Ross change curve, originally developed to describe stages of grief, she sees parallels in the relocation journey.
“You begin with excitement: ‘This is a great opportunity. What an adventure!’”
But after that initial thrill, a dip often follows.
“Then reality sets in. You realize you’re leaving behind routines, relationships, and familiar ground—and think, ‘This adventure comes with some costs I hadn’t quite appreciated. Do I really want this?’”
For some, this leads to regret, frustration, deep concerns, or even anxiety.
“You might even get angry: ‘Why did I make this decision? Is it the right decision?’”
That phase, Shehadeh says, is when coaching becomes most valuable, but ideally, the support begins before the dip and continues until the executive and their family have settled into their roles, new lifestyle, and environment.
“Ideally, coaching begins before the ‘Oh my, what am I doing?’ moment, giving them a safe space and someone who truly understands what they’re navigating,” she says. “And it continues beyond that—supporting the executive and their family to relocate with greater ease and enabling the leader to arrive ready to focus, deliver, and adapt resourcefully.”
Coaching as Strategic Support
Coaching, Shehadeh says, isn’t just emotional handholding; it’s a way to speed up adjustment, maintain performance, and support healthy decision-making through unfamiliar terrain.
“As a coach, we might be supporting them to explore new perspectives, shift stuck patterns, and better understand what’s going on beneath the surface. We open up their vision, or support them to understand what’s going on for them.”
This isn’t just personal growth. From a business standpoint, coaching offers clear value.
“Studies have shown that employees who feel supported bring more energy, focus, and positivity to their work,” Shehadeh says, “and companies that provide coaching support see performance and delivery benefits sooner than those who don’t.”
The Hidden System Around the Employee
Shehadeh is quick to point out that behind every relocating employee is a larger system, one that includes partners, children, elderly parents, and complex family dynamics.
“There’s often guilt: ‘They left their job, their friends, their life … all for me. How do I carry that? Or the family struggles to settle for a variety of reasons. The executive feels it,” she says. “Coaching not only supports the individual but helps stabilize the wider system, which directly impacts their ability to perform.”
She works with individuals and families alike, helping them untangle emotions and adjust to their new environments. And sometimes, the people who need the most support are not the ones who asked for the move.
“Often, the children feel the impact of the relocation more than we realize. A teenager may not feel heard, but they’re not talking. Mom and Dad might not necessarily be their best friend right now. A 10-year-old might grieve lost friendships but not know how to express it; a partner’s frustrations with their disrupted career or children not settling at school play havoc with the family dynamic—all will be impacting the executive’s mind and on their delivery.”
For employers, that context matters. Even if the assignment is professional, the emotional toll is shared, and it doesn’t stay at home when someone arrives at the office.
What Mobility Professionals Should Know
For HR and mobility leaders, Shehadeh encourages a shift in mindset: Emotional well-being isn’t soft. It’s strategic.
“Emotions—We cannot underestimate the role of emotions and how they shape our thinking, our performance, and how we relate to people and impact others,” she says.
She suggests considering coaching not as a perk but as essential infrastructure, especially for senior leaders being asked to perform quickly in high-stakes environments.
“You want them to perform—because that’s what they’ve always done, and you want them to do so as soon as they arrive. So, when they seemingly underperform, you might wonder, ‘How come they’re struggling?’”
The answer, she says, lies in understanding that this is not just a new role.
“The company culture and structures in the office are different. The country’s culture is different. The way they work is different. And there may be other deeper systemic concerns that are weighing heavily.”
From Surviving to Thriving
Ultimately, Shehadeh sees coaching as a way to help people move from reaction to resilience—to find their agency and build inner resources for navigating change.
“It’s about supporting building inner strength and agility—whether for the executive or within their family system—so they can stay grounded, focus at work, and thrive in an environment that may feel unfamiliar or uncertain,” she says.
For mobility professionals supporting global talent, that perspective may be the key to transforming a “successful move” into a sustainable, high-performing assignment.