https://www.listennotes.com/e/0ccaa18baa5b4f0ca5c28e6fe4e02b85

Okay, y'all, welcome to the Leadership is Feminine podcast. I'm Chris Placke, and I am your host. And this week we have another awesome coaching conversation. In today's episode, you're gonna hear a really powerful and raw conversation that is at the heart of what I'm really exploring with my clients when we start talking about and exploring beyond the CEO. So this woman came into our session thinking that what she wanted to talk about, what her biggest problem was, is that she just can't trust her team and she's struggling with being able to delegate. She's moving her office and she won't be as present in the office and has and really wanted to figure out like, how do I feel more comfortable delegating and trusting them? But as we talked about it, it became more and more clear that the issue went a lot deeper and it touched on really her identity and her fears about letting go and even the guilt she's carried about stepping into what's next for her. So you're going to hear some emotion in her voice as she confronts some questions she's been avoiding for years. If you are also feeling caught between who you've always been and who you're becoming, listen closely because there's a lot in here for you as well. Let's get started. Okay, so what are we going to talk about today?

Well, I had written that my biggest challenge is trusting my delegation or even being willing to delegate as much as I should because it's a, it's a very monitored industry. We have to please the FDA and the sponsors, and there's so many moving pieces. It's, I know sometimes I feel like nobody else gets it unless they've worked in the industry, so. But I'm sure a lot of people feel that way. But it's, I'm moving to Houston, so I will be working remote a lot. I won't be here quite so much. It's a little scary. It's a little scary to say. Okay, hopefully I've taught you well. Please go forward and make money for us.

Don't break it.

Please don't break it.

Please don't break it. Please don't break it. Please don't do something to make the FDA come by. But, you know.

Well, I mean, so there's a lot that you just said in there. How big is your team?

On average, it's like 10 people plus those are employees. Then I also contract with doctors.

Okay.

Yeah.

So you're what I call sort of first team, the 10 people. How many of those 10 people report directly to you?

Technically all of them because it's open door, whatever. But I have a clinical operations director and everybody reports directly to her.

Okay. That's actually good because then you don't, she's your direct report.

Okay.

They work for you, but they don't.

Right.

Like technically she should be overseeing their day to day.

Technically, yes.

Technically.

Yes. Yeah.

The good news is that you're moving to Houston. And the reason I say that is a lot of people that I know wouldn't even make that choice. Now, whether that's even by choice or not, right? The fact that you sort of are initiating that significant of a change, that there's nothing better than a little actual distance to help us sort of figure this out. Like we're just going to go feet first and say, okay, Now I really have to learn how to delegate. And so when you say, I just have fear, obviously that's what I hear as your sort of operating emotion, that we're going to do something that breaks our compliance with the FDA or doesn't fall in line with our customer, our clients and what they want us to do. What is the biggest fear that you have?

That's a good one because anything that happens, it's not the end of the world. I don't know. That's crazy. I've never thought of that.

I mean, it's a good thing to think about. And here's why, here's what I would say is really, I do this with feelings too, with people, but if you were to just imagine fear, let's just call it, I don't know if that's the way I want to say it, but I'm just going to hold it visually. Like you have this line, right? And all the way over here is We are the best at what we do. We're making kajillions of dollars. Everybody wants to hire us. We're amazing. And over here, we have been shut down summarily and lost everything. Right? Like I feel like that's the range, right?

Yep.

Yeah.

So your brain has probably those two things in it. We're doing it all perfectly and we're not getting in trouble with anyone and we're making money and we're building our reputation, or it's all going to fall apart. Right? So when that's how we operate, there's not a lot of give, even just for you emotionally, to move through this, the moments of mistakes.

Okay.

Right. And so I think there's a value for you, and you might do this even with your clinical director, because you two work, I'm sure, very closely together.

Yeah.

Like, let's make a ring. Just for me on what could happen if someone makes a mistake so that you don't go all the way to, this is gonna break it. I need to take over. Is that your response typically? I need to take over, or I need to get involved, or I need to review it, or I at least need to approve everything.

You know, I think it goes, yes, yes, yes, but I think it goes above that. It's not just, I need to take over. It's like, I have to do everything.

I'm not giving it away.

And I can't count on anybody and I go to the extreme. And I know that's not true, but in answer to your, as you're saying that, I guess my biggest fear is I want to retire in 10 years.

Yeah.

It's taken me too long to get to the point where I'm at financially.

Yes.

I don't want it to take that much longer. I want to be able to sell my clinic.

Does it have to take 10 years to retire?

No, I mean, I could retire sooner. But, but, but my fear is we're not making money as quickly as we should be because I'm not doing something right. And I think that goes back to trying to hold on to tightly.

Yeah. Where, what if you could, if, I mean, let me see this way. Hang on a minute. Do you know how to make more money?

Yes. Just keep doing what we're doing. But, but in a better way.

It's not scalable.

Mm-.

It's not scalable.

Well, I think it is scalable.

Yeah.

The way that you're doing it.

I feel like I'm getting in the way somehow. Yes. And because, yes, I think I'm getting in the way of scaling.

Of course you are. Yeah.

Yeah.

It's okay. That's a solvable problem.

Yeah.

Um, it's interesting, you know, this, you are the client I work with all the time in my Sage program, right? Like, this is the work we do because, once we get beyond the business model and how do I make money and even who do I hire, right? And yes, you're going to have employee challenges from time to time, but we get to this sort of space where like, yeah, that's kind of a drag. And also the bigger issue is this is your retirement plan. This business is your retirement plan and also your legacy. And so it has a big job.

Right.

This company, it has a big job. Yeah. And so it's very understandable why so much can be so triggering because of the embedded entanglement you have woven into this business. That's, and you haven't done anything wrong. You're, it's very common what you're doing, right? So I, I first, I first, one of the other questions that we will not probably get to be able to answering today, but I will posit it to you so that you can think about it. It's funny because the very woman I mentioned to you who's in your same space, she had that same vision, but it was a dollar figure. And she said, well, within 10 years, I want to hit this amount. I'm like, why are we waiting for 10 years? What if we could do that in two or three? And it just sort of like made her brain turn on in a way that she hadn't thought about it before. And we just get these things in our head, like, well, by this date, right? okay, or sooner or whatever. But what one of the challenges that I, and so this may or may not be true for you. So if it isn't, don't worry about it. But if it is, then that's fodder because it, it prevents the solution that you're searching for. And the question is, how clear are you about the version of you that will exist beyond being the CEO?

I just felt that in my side.

I saw the breath go through your body. Who are you beyond the CEO, right? You've been following me a long time. So, you know, I used to have a program called How to CEO. Yep.

Yes.

Well, now I'm just focusing on these clients on the other side, which is what's beyond the CEO. And if we don't know what that is, and I don't mean like clear as day, But we actually have like fear, overwhelm, confusion.

Always.

Then it, does it make sense that there's this little part of you that has to stay really close to that. That has to say really close to the business.

Yes.

Because if I don't know who this version of me is, I'll just stay here where I know I offer value. Right. I have a client I've worked with for six years. She is, I don't even know, seven times her business since I met her. And she's going to sell that thing and make a ton of money at some point. But the question she's just, every time I talk to her, she's like, I just don't know what significance I have without it.

I can feel that.

Yeah.

As you're talking about that, I can, I can feel that.

Yeah.

So that, so I, first I want to normalize that for you. Like, But I think it's an important question to let yourself play with, not force, not figure out, not use against yourself. But if we're talking about the question you asked is how do I basically transfer more responsibility and ownership to people on my team so that the business will operate more smoothly and better. So I'm out of the way. But, and also so that I can go do the things that will generate more revenue, right? If that's the goal.

Yep.

Okay. But if part of that wheel has this version of you over here that's like, yeah, but okay, so if you get rid of all that, what the are you gonna do?

Yep.

-Huh.

Absolutely.

Yeah. All the way down there. I'm gonna be in Houston. I don't want to be born in Houston, that's for sure. Right? So, yeah. So, so good to know, right? Like one of the most important things about coaching from my perspective is noticing.

Yeah.

Because, I mean, you're amazing at what you've, you're like, you've already proven how capable you are. So this isn't a question of whether or not you're going to figure it out, but I think putting attention on it, shedding a little light on it, like there might be something to the fact that I fantasize about not working in 10 years and retiring, but I'm also a little like, I'm not going to play bridge and golf either, like my ancestors before me, right? Maybe there's, right, we have an image about what that will be that we're not really sure what that is.

Absolutely.

Yeah, I just wrote an essay on this too, about especially Gen X women, because, you know, the majority of female entrepreneurs right now who are in the 2% who are running one plus multi-million dollar businesses are the age of 45 to 60. So we are smack dab, the Gen X group, right? And our mothers did not experience the world like we are right now. And so we don't have a lot of modeling for what it means not only to build a business, which is what we've all been freaking navigating for the past 20 years, but then how to re resign, release, let go of the business.

Right.

You're making. You're making my neck tense.

I'm making you itch. I know. If you guys could see the. To listeners, if you could see her, she's getting fidgety. I'm just making her sweat. She's gonna have to go change her shirt. It's all the things.

Yeah, it's so. It's big. It's bigger. I even let myself think of.

Yeah. Yeah.

But I. I tell you this. I say it, like, really with empathy and love, because I think it's an issue. It's like empty nesting. I don't know. Do you have children?

No.

Okay. So it's the same thing. So I have a lot of female clients who don't have kids, who have built businesses.

Right.

But I also have kids. People who have kids. It, to me, there's a. such a similar experience. Like, there's just this part of your life that just sort of changes and it happens quickly, right? And so it doesn't, anyway. So all of this to say, no wonder it can be a little weird and scary and complex and complicated to delegate, right? Because all this other noise is happening. Your brain is like, I just don't want him to screw up because I don't want to lose my relationship with the FDA. Yes. And what if they're better at it than you?

You know, sometimes I think that would be freaking amazing.

It would be amazing.

It would be amazing.

It will be amazing.

Okay.

But initially it will scare the crap out of you because, you know, I've had women come to calls and say, so I went to the movies today while my business was- Hold on, it's.

The middle of the day.

Well, people were running my company. Is that okay?

Right.

It's just a, It's a phase. It's a process. So like anything else, you have to just trust just like, just like every other part of this business growth that you've gone through that you stood dauntingly at the door of, like, how am I going to do that? Some of the stuff you must have had to learn how to do to do what you do is very complex.

Yeah.

This is just that. We're just going to learn a new thing.

Yeah.

Scratch that neck. It's good. You're fine.

Okay.

Okay, so, so what do we think about? So when I think about delegating, I'll just give you a little tutorial too on this. So delegating is not my favorite word. And I've since, I used to teach it as delegation, and then I decided, like most things, things have all come out of male constructed systems. And I like, I don't think I like this. I think I like thinking more about how women work together. assistant: and women work. We cooperate, we collaborate, we communicate, we co-create, we do all these, you know, my, my four C's, right? We do these things differently. And it was really obvious to me, this is such a silly example, but I was, I led a sage, gathering. There were five of us there and we had been together for two days and we were finishing. We were all done and everybody stood up and everybody like, started doing things, right? There were tablecloths and there were markers and there were tissues. And someone was like, I'll take care of all the trash. I'll handle this. And I didn't ask anybody to do anything, right? They just assumed responsibility and ownership, which is what we do. And that to me is what I want in an organization. I don't want, when I delegate, if I delegate to you, hey, can you go fill my water bottle? this is still my water bottle and you're doing me a favor. You're doing it for me. Hey, can you take care of this report? That is, it's now it was mine, but I'm, it's, but can you take care of it? I still have like ownership over it. And so what I actually recommend is we start changing the language we even use when we, if we're going to still call it delegate, and we say, hey, I am going to transfer responsibility. of this report to you.

I love that so much better. I don't like the word delegate either. It's harsh.

It's just, it doesn't apply. It makes it sound like you're doing it for me.

Yeah.

We're not, and, you know, in the, in the business model that I teach, it's a line with an arrow and it all goes in one direction. Right. And at the tip of the tip of the arrow, the tip of the sword is the result.

Right.

I don't teach an org chart with a guy or a woman at the top that goes down. I teach an org structure that goes this way. So the result is over here. We're all in service of the result, not of me.

Yeah.

At the top. Yes. So when I say to someone, Hey, I'm gonna give you the responsibility of making sure this is done. I would like to transfer ownership of this to you. Now, if I'm transferring ownership of this to you, what are the steps you need to follow? What is the process you need to follow to ensure that this deadline assistant: Benchmark, achievement, outcome, whatever is achieved, is met. And we have them tell you that. Now, the first time you do that, they might be like.

Right?

And they might say things that are really wrong or dumb.

And I'll say, never mind, I'll take it back.

Yes. And no, that's the part where we have to, as my first executive coach said to me, You have to sit and watch people think. And it's painful. But it's the, how did you learn?

Practice.

And failing.

Oh, absolutely.

Yes.

Yes.

So that was, that brings us back to that conversation, right, that I just had with you earlier about your clinical manager or director. Like, let's define, what are we really talking about when we talk about failure? Because jumping, going off the cliff is no, is a no. But probably most of the other things that could happen that we wouldn't like, that might be like, oh, that might kind of be a drag because we have to rework something, they're not going to close the doors. And if we can't accept that mistakes are going to happen through the process of you creating the business you know you want, you'll never build it.

See, that's what I don't, because I have sat there and watched I intentionally let them literally run up and down the halls, but when they went by my office, they walked. And then I could hear them running again when they, you know, I let that happen.

I love it.

And the director, she said, we need to do something. I said, she's learning a lesson. Let her fail. I knew it was okay. So it's like in my head, I know it's okay, but in my heart, it's not. It doesn't seem so easy.

I think that you probably have a list. This is probably something you should do is just make the list of what is not so easy. What are the things that I'm really, like if you were to ask me that, right? What are the things that I'm really afraid of letting go of? It would be like coaching my client, right? Like, oh my God, are they gonna mess it up? Are they gonna do it right? Are they gonna, right? Like I have some things that, right? And so, but then I have learned that most other things that happen in this business, I do not, I should absolutely probably not even touch anymore. Because when I do, I screw it up. So we, we've, we were building it so that this is my little place over here. I don't touch anything else. And every now and then I swoop in when things don't move fast enough or I don't see what I want and I'll just, you know, like somehow I'm going to know better what can the font. to use on a fucking landing page or something. It's ridiculous, right? But that part of who we are never goes away. You are a visionary. You're likely a quick start. You can solve 12 problems in your brain in five minutes or other people. That is never going to stop, right? So instead of wishing that part of you goes away, we just have to give her a new tool.

Wow.

And the part of you that needs the tool is the part of you that, so what is that part that, 'cause you're like, Nope, we're gonna let her fail. That one was clearly you were like, Mama bird in that one, you're like, Go fly, hit the ground, you're gonna be okay. But in, what are the failures you just can't pallet?

I always say, if somebody comes to me and says, I made a mistake, I'll say the first words outta my mouth that everybody, everybody knows this, I'll say, did anybody die? And did you. Did you. Did you do anything fraudulent? And they're gonna say no. I'm like, then it's all okay.

Yeah, but.

But it's. I I'm starting to feel like I'm just so. I'm just so critical, and. And I I don't know. I'm starting to feel like I'm just very critical and.

And.

The harder I hold on to things and the more I can take care of it, make sure it's done right. But nobody's going to be happy with that.

No, especially you.

No, no.

And if we think about the fact that you birthed this business to be in service of a broader vision and mission than you, this is a limitation. It is. Because absolutely. If you've had this business, you said you've had it for 13.

13?

Yeah.

13. so stay with me on this. The woman that you were that started the business created the woman that you are as you talk to me today. Okay? That version of you walked the walk and got you here. All right? The business that you started is a reflection of what the business wanted to become and is today.

Right?

So the two of you have walked hand in hand. But now that business is its own entity. It has people that work in it. It has patients that get supported through it. It has physician, it has all these other elements that are happening now. So this business, while concocted through the woman that you were's brain, I actually believe that in order for that business to become what it's supposed to be, I don't think that's in your brain. And I think as we, I think, I think you can partner with it. I think you can ask it what it, what it needs. I think you can hire people to also support that process. But I think that we also hit a point where we've taken it to the point that it is, and then we have to think about if we really want the service to be in service of the mission of that business. There might be an ask of us that we're just not comfortable with, which might be not to be the one that everybody goes to.

I have so many emotions when you say that.

Yeah. And it's not an overnight, right? And the other, so then the woman that you are today, using that same sort of example, this version of you, we'll create that version of you that's coming in 10 years. And the best way to know that we get there in 10 years delighted is to start getting to know her. Who is she? What does she love? What is her day like? What does she savor? What is she so proud of? What are the experiences that she's having? And as we get her more in view, then it's less scary to leave where you are. It's for the listeners. I've got her. I made her cry. Oh, no. I don't mean to make you cry. But I think what's so powerful about this conversation is and why I feel frankly so validated. I'm going to start to tear up because this is real. This is so real for so many women that I've talked to. And I just no, it's better. Like, I really do trust. Trust me. Now, can you do that all by yourself? I don't know. You might need a little support. I think that's true. But with other people who get that, because most female entrepreneurs don't have girlfriends who get this.

Oh, God.

No.

No, they try.

Of course you do. Of course you do. And that's not anybody's fault.

Yeah. Yeah.

It's just we're in a very. interesting little bubble of space because I think even the women coming after us, you know, generationally, if we just categorize people, Millennials, and they're going to have watched us.

Yeah.

They're going to know we just don't have that. And so we're kind of curating it. So, so transfer of ownership, even if just right now, like you, if we just practice even just with your clinical director, Mm-. My recommendation is you do a t chart and on the left hand side, you write down everything you currently do or are, are hyper vigilant about. Does that make sense when I say that? Yes.

Yep.

So you may not do it, but it's always on your mind.

Okay.

Okay. And then on the right hand side, I want you to write what you really want to be doing where you know your best skillset, mindset, emotions, all of you is the best in best service of the business and yourself. Okay. That now becomes this roadmap for you to figure out, okay, if these are all the things, because theoretically this side, the left side's going to be longer than the right side, right? So then if we look at that left side, that's where we have to go to the right person. and start to transfer responsibility and ownership. And we do that with clarity, with benchmarking, right? With robust feedback and follow through, which all of that you will be able to do remotely. Okay? You don't have to hover over people for probably most of what you need to have oversight. for, not production responsibility for, right? But managing and leading virtually will require that your internal sort of metrics and processes that you use are clean and clear so that you can do that remotely and trust it. And the first person I would start with is your clinical director. What do you currently do that she should or could be doing? And if you don't have the right bodies, this is also part of like even the team audit that I, my clients, right? Like there could be a gap in skill set that you've been trying to mitigate and accommodate. Do you think that's true?

That is true.

Yeah.

Yes. So the business turnover.

Yeah. Yeah. Yeah.

Well, and I mean, I think if we keep people for more than a year and a half anymore, we're, we're winning. so depth in your recruitment process. And, you know, there's a lot of elements to consider there. But I think building a culture that has a founder who is recognized for how well she develops people to take responsibility that builds a ecosystem that will continue to build people who develop people. and that's kind of a Crossroads here, because every time you're holding on to something, you're not developing somebody else to do it.

I never wanted to manage.

What's that?

I never wanted to manage.

Nobody wanted to manage. You started a company, right? It's like, why are there people here?

Yes, yes.

So we have to stop managing, and we have to start leading. We can hire people to manage. you're ready. You are, you are at this, you are, you are in the, you are at the tip of misery. So here's the best news, is it will, it's going to get better. But this where you, you can't stay where you are. You know that.

No, I can't.

And you can't go back to some other different part of role that you used to play. You've got to keep going, which means a little discomfort here.

Yeah.

But I bet there's going to be people on your team that will surprise you.

If I give them the chance.

What's that?

If I give them the chance, maybe.

Yeah.

And/or they may not be the right people. And that's okay too. But this next version, we've got to really talk to. So you've got to make that T-chart. You've got to talk to your clinical manager about that scale thing I talked about. Like, what are the mistakes that are just like, like we can't let this, everything else we can work out. And then we have to really ask, like, what is the version of this business that I'm trying to create? And what is the support that business needs? Not how do I do it? Right? In the pathway program I just did a couple of weeks ago, we asked, I talked about that there's three questions that entrepreneurs tend to ask. There's how am I going to figure this out? And that's usually when we first get started and we're solopreneuring and we're just relying on anyone who can help us, right? How am I going to figure this out? How am I going to figure this out? Then we get to how are we going to figure this out? That's when you start bringing people in, right? You're like, how do I hire someone? How are we going to do this? Right? So now you are at question three. How are they going to figure this out?

Take me out of the equation.

Yes.

Scary.

Yes. But not because it's the gift.

Yeah.

I think it's the way I look at things. I think I need to work with you, Chris.

You probably do.

I think I need to figure this out.

Yeah, but so the thing, yes, because this is not a permanent situation unless you keep it, right? But this level of growth, to me, the gift is when you can look at a team of people and be so proud of what they're building. And that, you know, I met up with a client of mine a few months ago when I went to Hawaii. She happened to be there. And so we went for a little walk and had a little snack. And she, I had done a visioning day with her the year prior. And then I didn't really work with her after that. We just boxed from time to time. And she said, I can't even tell you year ago, I was so in the mire. I was such a mess. And now she's like, I am the consultant for my business. I meet with my team. They tell me what they're doing. I say, yes, no, no, yes, yes, yes, no, no, no, yes, yes. And then I go to my garden.

I've actually thought about doing that.

Yeah.

Consulting for, yeah.

Yeah. But yeah, that role is one, even if you don't do it on purpose, but you you start to design it, like what does that consultant role do? What is she willing to let go? What does she absolutely want to always have her opinion on, right? If I'm gonna host a board meeting and my team is gonna come to me and tell me what we're working on and what we're achieving and what clients we're talking to, and then I will be the consultant. And so what that requires of you is no more doing all these things that you're doing, but instead, asking, Hey, I'm going to transfer responsibility of this to you. But I want you, we're not just giving it to them. That's where the control freak will freak out. I want you to tell me how you're going to make this happen. I know you can do it. I trust you to do it. I wouldn't ask you if I didn't believe you could do it. And I also want you to show me how you're going to do it. And you, you know, that's development, right? Let's meet. Let's work through it. Let's check in. Let's get feedback. That's a little grindy. But it's, but it's development grindy. It's not production grindy. It's different.

Yeah.

It's a different way to look at it. Yes.

And then it's a great modeling because I don't know what, who about your clinical director. I don't know about other people you have in your business, but what we want is other leaders to model because if the goal is to sell your business, my love, you have to get the hell out of it. Otherwise, guess what you get. I've now worked with plenty of clients who've sold their businesses. You get another five years running a business that you don't own.

I don't want that. Well, you were making me think about the big picture is.

Oh, yeah.

It's just too, it's just, it's much grander than I even imagined.

Just this little thing, right? Delegating.

Yeah, but ultimately you're right. If I want to retire in 10 years and sell my business, I need to do something about it now instead of waiting.

Yes.

And I also don't think you have to wait 10 years.

I don't want to wait 10 years.

I don't think. I think that we make this stuff up. Is that based on how old you are right now?

Is that what you're saying? Yes, exactly.

That's all I'm going off of. No, I think it should be that, like, I'm going to sell my business when I'm ready to sell this business, and then I'm going to go build a whole other life. I just talked to a client a couple days ago who has gone through a divorce, and now she's really getting her business. she is CEO-ing the crap out of her business, and so that the whole team will run it, the leadership team will run it. And she is like, it's a whole new life I get to live. I'm like, right. Because you're 55 years old and you're gonna live for another 40 freaking years. That's a life.

That is.

It's a life.

That is.

That's cool.

Right?

But it's daunting, especially when you're much, when you're well resourced, you have money, you have time, you have freedom. You have a home, you have all the things that it's overwhelming. So yeah, why not just make sure these spreadsheet numbers are right?

That'd be great.

That'd be good.

That'd be great.

Yeah. So I think less than 10 years. But I do think, yeah, like I've watched women sell their business and listen, nobody does, I don't begrudge anybody the way that they sell their business. I think however you want to do it and you get it, and you get what you want, go for it. I just watch people sell their business and then they have to work for the people they bought it. And I have yet to meet one that says, that's delightful.

Why not?

And then they're still on the hook for the business to perform.

Yes.

But someone else is making the decisions.

Yeah.

I can't do that.

I do think it's best if we can try and get this thing sellable and not dependent on you other than like, hey, listen, I'll give you 20 hours a month as a consult, but I get all the money. I'm not getting no back end deals. Yeah, I don't understand the back end deals, but what do I know? I'm just a messenger.

There's just so much. I feel like I've been doing this long enough that I should be so much further ahead than I am. Although I know I'm standing in my own way. I'm not getting out of my way because I'm comfortable here. But I like to know I'm a bitch about it.

Right? Yeah.

Yeah. I don't know.

I think. I think it's what is true for all of us. We just sort of end up one day realizing, like, wait a minute.

Yes.

Right?

Like, I hate this house. Why am I living in this house? I don't want to do the same, and that's okay. Like let's just be respectful of that. But then let's, that's the, that is the truth for who you are today. Then don't shove that back in a tube somewhere and hide from it because that, that delays. If the goal is to sell and create some freedom for yourself that way, that doesn't change.

Yeah.

I just need help getting there. Of course. I need help, Chris.

I know. We all do. Listen to me. I need 12, 000 pounds of help all the time. I was on Voxer with my coach yesterday. Like, I don't know how people get through the day without a coach. I really don't, and I know that sounds very self-serving, knowing what I know about coaching, I just, especially us, we're very isolated. We're, I, you know, I don't know.

People don't get it. No.

Yeah.

Because it's either advice or like, oh, I don't know. It's awful, right? Like there's no like helping you navigate it because I don't know the right answer for you. You do. We're just going to get her there.

I'm just figuring, I'm just going by, I'm flying by the seat of my pants. I have been for 13 years. Let me just figure it out.

Listen, I think you've probably done a pretty good job. I don't know.

Well, thank you.

It's my pleasure. I'm so glad we met.

Me too.

It's crazy to think that you were only five years in when I met you.

Yeah, like eight years ago.

Yep. But you're very talented, beautiful, capable. experienced human and we just need a little nudge here and there. Hey there, gorgeous. Wouldn't it be so cool if we could have a conversation together? I'd love to invite you to join me for Beyond the CEO in August in Sonoma. Just go to thevisionary.ceo/beyondceo. That's the Visionary visionary.ceo/beyondceo. Add your name and I will send you all the details. It's going to be so amazing. I hope you'll join us.