#67: From Start-Up to Grown-Up With Executive Coach Alisa Cohn

Hello, I'm Tina Marie St. Cyr, and welcome to Light yout Life, the podcast. I believe our dreams have energy, calling and purpose and that when we move in their direction, our lives become even more joyful, fulfilled and effortless. This podcast gives you insights to the strategies our guests use to overcome obstacles and manifest their dreams in business, career, relationships and in life. Listen to find new levels of energy, perspective and courage. Your journey to light your life begins now. Hello and welcome to Light your Life. It's so great to be with you again. I'm your host, Tina Marie St. Cyr, and of course I am sitting with an amazing mind and a dear soul who has some great wisdom to share with us. And I can't wait to dive in. And we always ask that you share this wisdom with other people in your tribe, been in your family, because you are connected with like souls that love to do exactly what you are doing right here, right now. And that is learning at the Hymn of wisdom. And that is how we all grow, right? That is how we become better and we get to contribute and serve to more people. That is what we do. So I am going to introduce my wonderful guest, Alyssa Cohen, and she is the executive coach for startups including Venmo. We haven't heard of that, have we? Right. Venmo DraftKings. Now that sounds like fun. I've just got to ask you questions about that and Etsy. I shop all the time on Etsy. Alice is also the author of the book we are talking about today from Startup to Grown Up. Okay. You know, like you're tapping into my history here because I don't know if I've ever grown up, but I know I got past startup. So I've got some personal questions for you. And she's also been named the top startup coach and the World by the Thinkers50 and the Dear Marshall Goldsmith. We love him. At the Global Coaches Awards. She contributes regularly to the Harvard Business Review. And I know you're going to think that is important because it is. You need to subscribe to the Harvard Business Review, to Forbes, and to Inc. Magazine. So we have a very wise soul here imparting her wisdom to us and she's written a book about it. So, Alyssa, thank you so much for being here today and being our guest on Light yout Life.

Thank you so much for having me for that beautiful, beautiful introduction. I really appreciate it.

Yes. And I, as I said earlier, I've been a stalker of your content and your wisdom for many years. Started on LinkedIn and you are out there helping us understand how to really be business owners and even move into business ownership whenever we're in corporate America or a career professional. And we have that burning desire to have our side gig. And so how do we have our side gig at that passion side become something that we can actually have a lifestyle and a livelihood through and more than that, have it be something of our legacy. Right. And I know today what we're going to tap into are a couple points that you really help people with is, you know, and we've heard these things and we do need answers. How to overcome imposter syndrome. Right. And how do we move to be our own best CEO? Yeah, we're going to start a company. But then how do you guide yourself as a startup and really do what you say you're going to do and become that person and that evil thing called procrastination. You've got wisdom on all of these things and I can't wait to tap in. So what had you write this particular book, From Startup to Grown Up.

Well, thank you for asking about From Startup to.

There's your book cover. I love it there.

You know, I did, I was a, I was a coach for. I've been a coach for 20 years and for the past 15 years I've been working a lot with startups and I would walk into a new situation and ask a bunch of questions like how often do you meet with your leadership team? And they would say, what's a leadership team? And I would say, I wish I had a book to give you to show, to sort of share all the secrets about what it takes to build a business so that you can prevent unforced errors. And there wasn't a book out there like that. And so I decided to write that book.

Thank you so much. So what is a leadership team? I mean, startups are typically, you know, we do have the solopreneur world. Right. Solopreneurs sometimes tend to only want to be solopreneurs. They want to have a va. They want to keep it simple and there's a wonderful place for that. Right. Startups have a product or a service that they want to have reach a bigger market and they are going to need to have a team. They are going to need to hire and have that, that, you know, fire and then employee handbooks and accountants and CPAs and a board and things of that nature. So what does it mean to have a leadership, you know, guidance whenever you're a startup?

Well, I mean, when you start, when you start a company as the founder. So just the first thing to say is that the entry level position of founder is leader. You come in as the big boss. Doesn't matter how much experience you have, how to earn the right, you are the big boss. So that means that, you know, you start off in a certain role and usually it's you and eight people as a starting point or three people as a starting point. And then you grow and it's 20 people and 50 people and 200 people and 1,000 people. And I have a podcast myself called From Startup to Grown up also. And Greg Gallant on my podcast said, you know, it's crazy that on the first day I started my business, I'm called the CEO. And now 13 years later, my job has changed so much and I'm still called the CEO. He also pointed out that it was so funny that he is named. He is called the CEO, but also Tim Cook of Apple is also called the CEO. They have the same job title. And so that's kind of funny too. But the point is that, you know, your job as a leader when you're a founder changes over and over and over again every six months, every year. And you need to hire people around you who are going to amplify the impact you want to have. You need to hire the executives and the leaders who early on to be player coaches, but ultimately are going to run the business for you and be ambassadors in communication up and down the ranks and also help you make sure that the work gets done.

There you go. What is your advice on helping this CEO, this founder, impart their vision, impart their mission and impart their promises to what their service or product or goods are into the world. How do they keep that alive? Alive when they're doing the hiring and when they're delegating and when they're trusting. And then how do they keep it alive to themselves?

Yeah, great question. Two different things, actually. Their job is to keep it alive to their employees, to make sure the music in their head is the same as the music in their head in the employee's head. So what that means is repeating it all the time in large groups, in small groups, and one on ones in writing, you know, in speaking. And remind people about the vision of the founding story and what we're all here about. And when it comes to themselves, that's a really important question because it is easy to get daunted as a founder. There's so many intense ups and downs. There are so many feelings, you know, like the feelings and also the things that happen to you in a day. A day can feel like a year. So keeping, you know, really continuing to motivate, remind yourself. It's helpful to have some time every day to remind yourself why you did this. Helpful to write in a journal and reflect maybe once a week about what you're learning and to recommit to what you're building. And I also had on my podcast from Startup to Grown Up Rahul Vora. He is the CEO of Superhuman and what he said was that people should pitch themselves. Your founders should pitch themselves every six or eight weeks to remind them themselves of what they're trying to build. That was a great advice.

That is great advice. And when I work with my CEOs or founders, I ask them to record their vision and sometimes they need to be facilitated through that because they haven't really articulated it clearly to their themselves. They may have that mission statement or a vision statement that's high level, yet they haven't allowed themselves to live in the 2, 3, 5, 10, 15 year vision of what they're creating, what they're the helm of, the potential of. And so I asked them record it, record yourself saying what is in your heart, in that soul of the business that's speaking in and through you that you're at the helm of, and then listen to it. Listen to your own words, speak and do that. You know, it's going to be a two to three, maybe five minute talk that they're having and then put it on your own ears and listen to yourself. Whenever you lose that vision or that connection to that spark, I think that's brilliant.

I love that idea.

Yeah. So that's something I see that many people struggle with and they don't know even how to articulate it or, you know, be honest about it. Because we're here, the people that are at the helm of something and we're supposed to be the mighty ones with the cape flowing behind us and we're supposed to have all our poop together. Right. So, you know, I love that they have coaches like you in their corner to remind them of how to get back on course.

Right? Yeah. Back on course is everything. Because it's not like you stay on course. The trick is to get back on course.

It definitely is. And you write in your book about imposter syndrome, help us understand what imposter syndrome is, and then how does it affect one and what does it cost?

Yes. So it's funny that you asked that. I'm doing a keynote at the Next Web in Amsterdam in A week on the topic of imposter syndrome and embracing your inner gremlin. So I have a lot to say about imposter syndrome, even above me on my book. So, first of all, imposter syndrome is about feeling like you're going to be called out as a fraud, that you've accomplished everything in your life so far because of luck, and your luck is about to run out. Ouch. I know it plagues you. People spend so much energy feeling like imposters and also hiding it because there's some shame in that. So, first of all, I would tell everybody, 95% of top performers at some point feel like imposters. So every listen to this podcast and getting this learning and this richness from you is probably has a feeling of having imposter syndrome. And I would say the cost is. It's exhausting. But the benefit is that you can marshal that imposter syndrome to help really fuel you to take on new challenges.

Tell me more about that. So you're saying, use it as fuel. So how would they do that? How would they use it as fuel?

So, first of all, just to say that when you feel like an imposter syndrome, it is a marker that you are taking on a worthy challenge. So you got to lean into that, right? And you got to tell yourself, I know that I have an imposter syndrome going on, but it means that I having a worthy challenge. And then you have to find a way to dial the voices down when the pressure goes up. So one tool to do that I talk about in the book is called the highlight reel. And a highlight reel is like a best of hits from your life. Times when you displayed so much competence, times when you overcame challenges. When you write a few of those moments down, those triumphs down, they give you evidence that you are capable and that you've been capable in your past and that most likely, you're going to be capable in the future. So find that evidence to help you dial down the voices, but take on the challenge that is now overcoming you. And what you have to do to take on a challenge is to grow. You have to grow. You learn new skills, to grow emotionally. You have to grow your character. You've got to do something different to take on this new, difficult, scary challenge.

Right. And have you had the, like, the experience with your clients where they downplay their accomplishments?

Oh, yeah, that does happen. Yes.

And so I've had it where they. They say, well, you know, everybody did that. You know, like, at my level, everybody's gone to University, everybody's gotten a master's. You know, I'm not anything special, but, you know, go backwards in time and. Are you the first person of your family to ever go to university? Are you the first person in your. In your family to hold this objective vision for your life? You know, that is. That is some gumption, right?

Totally. And I think that everybody can relate to having overcome challenges in your life. And so, you know, on the one hand, I think all of us. There's an old. It's like a Jewish parable. And this rabbi advises, put 1. Write two scraps of paper and put one in each. Pop one in each pocket. The first one says, you are but a grain of sand, and the other one says, the world was created for you.

Ooh.

And so I love dynamic. Yeah, I love that paradox and that dynamic in the sense that all of us are just human beings, nothing special. And all of us have these incredible gifts and strengths and talents, and we have accomplished incredible things. We need to use that to help us, fuel us forward to serve the world.

That's beautiful. The dynamic between humility and worthiness, right?

Yes, definitely.

I love that parable. Thank you for sharing that so much, Alyssa. That's so great. And so imposter syndrome is real. Do you also feel that or hear that people compare themselves to other people? Is that also a sense of imposter syndrome when we're comparing ourselves?

Yeah, that's especially true in Silicon Valley. Silicon Valley being. Silicon Valley being a metaphor for the startup world. So in the startup world, there is a feeling that everybody around you is crushing it. We're crushing it. And you're the only one that's not crushing it. You're the only one who's having issues, can't raise money, having trouble. And so there is a lot of comparison, because all we ever see is everybody's outsides.

Right.

But what we see and feel is our own insides. So what you do is you compare your insides to their outsides, and of course, you fall down short.

Yeah. That's that whole also social media world of what people think.

People's very true.

Right?

Very true.

I like those people that can be humble and say, hey, no, I fallen nine times. And I kept getting up. Right?

Exactly, exactly.

And startups, that's the world. I remember my first pitch. It was at Rice University. I was young. They put me in charge of doing the pitch, I guess because I was young, and they thought that maybe I'm a sellable. Behind me were all these older dudes that were the Brains of the operation. I was learning, you know, you always learn. And I remember they were asking me to do this pitch at Rice University in front of all these investors. I was like so nervous and I think I had five minutes to go through an entire deck and pull out the highlight. The highlight reel. Right. Of what our deck was. And then afterwards, whenever the investors actually came up, that's whenever the hard part was. I mean, I had thought that the hard part was giving the pitch and I was so nervous about it. But then I realized as soon as people were interested in what we gave, now it's really the hard part because you've got to not only speak about the entire vision and what those steps will look like for execution, you've got to have the team behind you and the plan to back it up. And then you've got to be that person they can believe is going to not only execute, but stay the course whenever it gets really hard. Right.

Totally true.

Do you coach this in the startup world for people to. Because it's a personal growth dynamic. I mean, whenever you're going in a startup world, you got to get ready to absolutely grow as a human. Totally. What else is in your, in your book around that startup to grown up? Right.

Well, I mean it's. So my book is divided into three sections, managing you, managing them, and managing the business. And so when I think about managing you, it has to do with really massive self awareness. The idea of understanding what your natural swing, what your natural strengths and development opportunities are getting super under an understanding of them so that you're not triggered when like someone like, you know, comes up against one of your, you know, you're one of your issues, one of pieces of baggage. The other thing is about, we talked about imposter syndrome, managing your mental health, managing your psychology through the ups and downs, through the comparisons, through imposter syndrome, and really having strong routines in your life that are full of self care and that give you enough space and help you do some deep thinking, but also help calm you down when you naturally get riled up. That's about managing you and managing them really as you grow. Like you talked about, execution is about how do you take the tools, how do you learn the tools of management? So delegation, how do you run meetings, how do you do coaching and feedback? And the most important thing, how do you create all of that inside of a context of psychological safety? By making sure that you are proactively praising people so that they know that they're doing a good job so you don't just show up when there's like a negative thing to correct them about.

Right. I was working with a, with a firm, an engineering firm here in the Houston area. And the leaders, the, their, their partners in this firm were having a hard time with some of their employees, which they were hiring straight out of university. And they didn't bring a lot of experience. They had some project experience, but they were more ev intern type project. Yet they were saying that there's some work ethic, you know, separation from what leadership expected in what was being seen in the workforce. And so they were up against the dynamic of do we baby them and do how much do we really coach them and mentor them? How much responsibility do we have there? And when are they responsible fully to simply do the job that they're paid for? So any advice through that on the people that may be saying, I do have a startup and I do have a workforce and I am working with them, that part. And how do I overcome my own barriers of judgment, possibly? And what am I truly responsible for as an employer?

Yeah, well, I think that's a very complicated, very nuanced question and a complicated question. So first of all, what are the job requirements, right? Like what actually do you want this person to do? By the way, did you hire that person for those job requirements? And if you did, then there's a conversation to have about like, what are they seeing versus what you're seeing. And also maybe you're the one who's enabling them by doing a whole bunch of things yourself, by micromanaging, by delegating, but not letting go. I mean, there's a lot of reasons why you might be getting in the way. But the other thing is that like, sometimes people have these expectations that their team should be doing a certain set of things, but they didn't really hire for those skills. They just didn't. And they didn't really, you know, they didn't really think thoroughly about what their needs were. And so then they have people who are not performing and, you know, you can coach them all day long, but if they're not the right people, they're not the right people. So figuring that out is what's so important.

Yeah. So hiring effectively and then training and not complicating a role, Right?

Exactly.

Yes, complicating. So tell us a little bit about these experiences that the, if you can, the experiences have you had with the startups that you worked with, The Venmos, the DraftKings and the Etsy's, you know, as a startup what, you know, if you can share, what types of things do they have in common that they're overcoming? And then, you know, how does a coach like yourself help them in that regard?

Well, there's so many things. I mean, it depends on the stage of the company. But I would just maybe start with the founder, the CEO that I work with. Typically, as a starting point is that, you know, the commonality is that everyone has a natural swing. So in my book, I talk about the different. Your natural leadership style. So maybe when you get stressed, you kind of lash out, or maybe when you get stressed, you kind of hunker down. Either way, what actually you need to do when you get stressed is communicate, is probably calm, the tee down is direct the team, is affect what you can. A natural. Many of the founders I work with, their natural communication style is brainstorming all day long. And then some of them, it's more like keeping their cards close to their chest. Well, neither of those styles are going to work. You've got to find the appropriate way to communicate. And that changes as the company grows. Can be kind of informal for 50 people, for 500 people, it's got to be super formal. So if you think about just sort of their own style changing as they become more situationally aware of what's needed, that is a big growth trajectory. But the other thing inside of the startups as a whole, it's really thinking about how do you go from ad hoc? Right. So we hire and it was, it worked out or it didn't work out to systems. Here's what we're looking for, here's our culture. We're clear on how we measure for this culture, this cultural fit. We're clear on how we measure what we're looking for. And then we know we're making the right hire consistently, as opposed to kind of mostly luck.

Right. That's a. You need to grow up as a leader to understand who you are and where you grow. Right. That's the working on you part of your book.

Exactly.

Yes, yes, yes. And that's calling ourselves on the carpet, right?

Yes, in part. I think it's part of self awareness. Right. Calling yourselves on the market, on the carpet and realizing kind of where your gaps are. But also a lot of CEOs and other leaders will say to me, how do I hold my team accountable? And my first question is, well, how do you hold yourself accountable? Because really, you don't really don't have any moral authority to hold your team accountable until you're having the discipline and Continuity and consistency to hold yourself accountable.

That's beautiful. That's beautiful. I've seen hundred million dollar firms without adequate systems. Have you?

Yes, yes. It's crazy, right?

It is nuts. How'd they get there?

Right.

And what are those key systems that a startup really needs to have in place before, you know, so they don't, they don't sabotage their growth.

Right. The system has to be light enough to not get in the way, but supportive and structured and structured enough to guide people in the right direction. So that totally changes based on the company size. But there's some core functions that you need to know. It's really how does everyone communicate together? How do we even set up our communication system? When do we use email, when do we use Slack, when do we use text? Just figuring that out. Where is everything on the system? And then the core processes on what is our financial statement process and how do we book all the ins, ins and outs on the cash? What's our HR status, How do we bring people on board effect, how do we hire people, effectively bring them on board, effectively train them and grow them inside the company and then frankly, when the time comes, sometimes have the exit interview with them. You know, it's like those are the processes that you as a company to look at to make sure not that you, the founder, has to do them, but somebody inside of your company is caring for them. Them.

Right. And I've always heard higher up, right. Hiring people that are smarter than us at the table. And we talk a little bit about that because that takes humility. For some founders, that may have been the brainchild of something that is very, you know, influenced in a marketplace that they can also hire people smarter than them.

Yeah, I think that's right. I think it does. I think it always takes humility. I wouldn't even say smarter than them. I would say more experience. So a founder is growing up with a business. So five years in, seven years in, you know, she's kind of figuring a lot of things out. But at some point she should not be figuring them out. She should not be figuring out marketing. She should hire the right CMO who's going to figure it out and tell her what to do. Right. That's what I always tell my CEOs. You should be hiring executives who know what they're doing. They come up with a plan and they tell you what they're doing and what you should be doing. In light of all that and can work together with peers at that level, you always will also be hiring you know, a year ahead. Like, it's not just like, what, where the company is today, but can this person grow into that role in a year?

Beautiful. I love this Conversation Day. You are imparting so much wisdom. We are speaking with Alyssa Cohen, and she is the creator, founder of the podcast From Startup to Grown up, and also the author of the book. And so can they find this on proverbial Amazon, where can the book be purchased and digested?

Yes, the book can definitely be found on Amazon. And also you can come to my website, alyssacon.com startup and you can see about the book there and there's a link there to buy the book. And of course, you can go to Apple Podcast or wherever you get your podcasts and search for From Startup to Growing up the podcast.

Awesome. I am totally favoriting that and spreading the word. And so what makes a good founder? You know, we're going to, you know, there's people out there that are saying, I have something in me. Am I a good founder?

I had Alexi Robichaux on my podcast. We're releasing the episode on Monday. And what he said is, as a founder, I have a compromised risk, reward, function. And so I thought that was really funny. So in some ways, you have to be able to take a risk. Right. So it's sort of a financial risk. It's also an ego risk to kind of throw yourself into something. You have to have grit and resilience. You have to. You will never make it because there's too many ups and downs. And you have to think that there's something bigger than yourself that you're doing here because the road is long and hard. And to have this, this. The stay at power, that, the power to stick with it, it's got to be bigger than just a little idea you have. You want to devote 10 years of your life to it at least. Right?

Definitely. A passion play, right? Right.

Exactly.

I saw that movie with. It's the Intern. Yep. And I can't think of his name right now. The. The very famous De Niro. Robert De Niro. Thank you. Awesome, awesome movie. And I loved that it showed the startup, you know, as a fashion startup, an online startup, and that the lady who is at the helm of that struggled, and she struggled between, you know, what is her role and how does she stay connected to the process, yet also not so connected to the process. And it brings up the thought of, you know, wanting to know your advice on what, what does the founder do, because she was the founder. And then at one point, inside the movie, not giving too much away. They, they brought in, you know, they had a heart to heart with her and said, we need to have somebody else run the show. It's no longer you. So what's the difference between founder and CEO?

Yeah, so that is a very intricate question. There's no question. So the founder is the one who is peering over your shoulder into a future that you can't see. Envisioning that, imagining that, getting people on board on that vision and ultimately really pushing forward in terms of innovation and R and D. A CEO is managing the business day in and day out, figuring out all the ways that you need to execute and manage the business. So those two roles are actually kind of exactly opposite.

Right.

And yet.

And complimentary.

And complimentary. That's right. So there's no shame or harm in bringing in a CEO. Like, that's wonderful. That's what you want to do. Fantastic. And you can also see if you want to take on that more operational role with the help of others around you and see if that's, if you, who you want to be is the CEO. But there's no harm in deciding that I want to be the product visionary or a different kind of visionary and find someone else to operationalize the business. But the last thing I want to say is that what's really important about what you just said is this business is bigger than just you. And a successful founder has to understand that at some point this is really no longer your business. This is a company on its own. It's like a, it's like a child. You've launched it and it's launched and that's important.

So we need to remove ourselves from it being a personality play.

Definitely. Definitely, definitely.

And I did want to touch on your advice around the big P word, which is procrastination, because even though we are a startup, we can be holding at helm at bay some of the bigger leaps and bounds that the business is ready to make. And we're, we're governing it too much, we're measuring too much. We're not allowing that startup to really have its growth potential. And startups have so much energy in them. So help us understand about procrastination and how that plays into from startup to grownup.

Well, I think procrastination plays into everybody's, you know, sort of mindset. We put off things we don't feel like doing or we don't want to do. And I think that when you procrastinate for all of us, there's almost more energy and Procrastination than just doing the thing you don't feel like doing. And I guess I really live with the motto successful people do the things that unsuccessful people don't feel like doing. And when I tell myself that, I suddenly feel like doing it because I'm a successful person.

Right, exactly. It's who are we becoming all the time? So take us to that vision of what a grown up actually is. You know, when do we know we've arrived at grown up status?

Right? Well, a grownup is always in development. I have many, many people who are in their 60s and 70s telling me they have not grown up yet. But it comes with a certain kind of wisdom and a certain kind of maturity. And you know that you don't freak out at every like little thing anymore. That you understand that you, that life is long, that life goes in cycles. And also that people can't always do every single thing you told them to do the way you want them to do it. That kind of maturity and wisdom is a marker of being a grown up. But also it's about maturing as a leader. As in, I don't like doing okrs, but we do okay ours because it's good for the business. For example, I don't, I want to procrastinate on these kinds of things, but I'm procrastinating a lot less because I know it's important for the people around me, around me to make sure that they, that I get my work done so they can get their work done.

Right. What's your favorite part of your book?

Oh, actually, well, I have, in the back of my book, I have 14 scripts for Delicate conversations and difficult conversations. And I wrote those scripts because I'd be in the middle of a conversation with one of the founders I work with, I coach, and I would say they finally get to the place where they're going to do that thing. And I'd say, okay, great. And they'd say, but what am I going to say? Why don't you just say blah, blah, blah, blah blah. And I would just like land it for them right there. They'd be taking notes and I thought, huh, those are really valuable. So I wrote down some scripts in the back about how to deliver bad news, how to handle layoffs, how to fire people, because that is a thing in business. How to tell someone you're promoting a new manager on top of them, how to have one on ones. Those kinds of scripts are in the back of my book. And people say they're great for all leaders People say my book is great for all leaders because all leaders are in a stage of growth.

I can't wait. I can't wait. That's gold. That is gold. Definitely. Thank you so much for adding that. It's like a little golden nugget at the end of your book. And so we're going to find Alyssa Cohen at Instagram on the ig a L I s a C O h n Yes. I want you to completely follow her. And you know, if startup is in your language and you know that you're ready to take your business to the next level, you're going to reach out and digest everything that Alyssa has prepared for you. You're definitely going to go on Amazon and or her website@alysisacon.com and get the book From Startup to Grown Up. I know I am. I'm ready to grow up. I really am.

I see about that.

I say that a little scared. Shaky knees. Shaky knees, right. And your website is full of wonderful wisdom and ways to participate with you and learn more about what you offer to us as business leaders. And that's a L I s a C O h n dot com Any other part of wisdom that you'd love to impart to our listeners today that will help them on their journeys?

Well, I just want everyone to know that on my website I also have five scripts to help you with delicate, difficult conversations. Free download and one to make your life better. Better. So feel free. That's alyssacon.com forward/scripts. So alyssacon.com forward/scripts. Feel free to download those and tell me what you think. And I guess the last thing, you know, the one thing I would say to everybody at the end of the Tim Ferriss show, he asked me the billboard question, you know, what would you billboard? And what I came up with was believe in yourself and act like it. And that's what I want everyone to.

Take away way believe in yourself and act like it. So it's that follow through on our action, not just our thoughts.

Yes, definitely.

Beautiful wisdom. Beautiful wisdom. Can't wait to have you back on the show again because I know you impart wisdom all the time, which is really great. And everybody, the show notes are going to be have all these links that we mentioned and we want to hear from you, we want to hear your feedback on the book. So you're going to write us and you're going to go find us and let her know how it's impacted your life and your big takeaways as well. Because I know as someone who's producing content content and helping the world and yourself because we do this to contribute and to serve. We love to hear from you. So true feedback is our gold so it keeps our little fuel going inside our fire wisdom. So please do provide your feedback to Alyssa. She's produced this for you and for your life and for your business. And that feedback is that little gold star that we got as kids so that we know that we did a good job. Thank you so much and subscribe to Light yout Life. If this helped you today become a subscriber, Share this gold in this wisdom with your family, your tribe, your friends because we are all in this growth mode together. Thank you so much for listening. That was so energizing. I have takeaways that will help my life and I'm sure you do too. To get show notes, bonuses, gifts for you from our guests and more, head over to lightyourlifepodcast.com and be sure to bookmark this podcast as one of your favorites. I am Tina Marie St. Cyr, founder of Bonfire Coaching and creator of the Bonfire Method. Thank you so much for being connected. Now my homework for you. Summon the courage to light your life a little more and go make progress on your dreams. Today. The Light yout Life podcast is brought to you by Bonfire Coaching. Bonfire Coaching is a system of tools, methodologies and strategies that help each individual rise above the mundane life that feels efforting, where our mind will get stuck, have confusion, frustration, anger, fear, depression, anxiety, loneliness and pain. And when we have that calling inside of ourselves for more in our life, where do we turn? We need professional sounding boards that are highly skilled in moving us out of our own way and helping us with strategies to overcome procrastination, hesitance and that mind that will hold us back. Bonfire Coaching has helped thousands of people across the globe find lives of fulfillment, success, movement, progress, love, joy, happiness, wonder and aliveness. And we would love to talk to you. There is always available the complimentary consultation where you can sit with one of our coaches and we will help you dive into the strategies and the tools that we help so many people with and you can see for yourself how powerful these tools are for you to transform your life. Simply go to bonfirecoaching.com and sign up today. We can't wait to meet you.