The Hidden Skill That Transforms Your Career with Elizabeth Bachman

In this episode of Career Coaching Secrets our guest is Elizabeth Bachman, a sought-after executive coach, strategic advisor, and expert in leadership communication who has helped countless professionals elevate their presence and influence; we explore how the way you speak can shape your career trajectory, why executive presence is often misunderstood, and how mastering communication can open doors to leadership opportunities, with practical insights on confidence, clarity, and commanding a room drawn from Elizabeth’s extensive experience working with senior leaders, entrepreneurs, and organizations worldwide.

You can find her on:
https://www.linkedin.com/in/elizabethbachman/

Transcript

Elizabeth Bachman 0:00

You have to take the time to build them and practice them first. And then you have them at the tip of your tongue, but not unless you've practiced it. And so one of the things we do with the get it done day once a month or the regular coaching sessions is make sure that they have something specific to do and ready so that when you need it, you've got it.

Davis Nguyen 0:28

Welcome to Career Coaching Secrets, the podcast where we talk with successful career coaches on how they built their success and the hard lessons they learned along the way. My name is Davis Wynne, and I'm the founder of Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, and even $100,000 weeks. Before Purple Circle, I've grown several seven and eight-figure career coaching businesses myself and have been a consultant at two career coaching businesses that are doing over $100 million each. Whether you're an established coach or building your practice for the first time, you'll discover the secrets to elevating your coaching business.

Pedro Stein 1:00

Welcome to Career Coaching Secrets Podcast. I'm Pedro, and today I'm joined by Elizabeth Bachman, a presentation skills trainer and executive coach whose 30 plus years directing international opera productions, including working with legends like Luciano Pavratti and Placido Domingo, has given her unique insight into commanding any stage. What sets Elizabeth apart is her focus on helping executive women become visible and valued in environments where they often have to work twice as hard to be heard and recognized for their contributions. Elizabeth's approach transforms the art of opera direction into practical business skills, helping clients master messages that bring funding, allies, and recognition rather than just applause. Her work spans from executive presence and storytelling to leadership training and specifically designed for women in male-dominated industries, with clients including Toyota Research Institute and major organizations seeking to elevate their most talented but underrecognized leaders. Welcome to the show, Elizabeth.

Elizabeth Bachman 2:17

Thank you, Pedro. That's a great that was a great way of doing the introduction. I love it. Thanks.

Pedro Stein 2:23

Well, I appreciate it, you know, and I'm excited that you're here from the moment we met. Okay. And before we get into what you do now, Elizabeth, I'm curious how this all actually started, right? The origin story. So what was going on in your life when coaching became more than just an idea?

Elizabeth Bachman 2:40

Well, coaching working as an opera director is a lot of coaching. So it's a lot of coaching. And I was also teaching for a long time. So that's it wasn't that big a leap. Um, actually, it all started when I was five years old. And um, I like to think it was I dedicated to the art of great communication since I first walked on stage at the age of five. And afterwards, I heard my mother say that I was the best damn bunny rabbit ever to grace the stage of the hillside school, and I was hooked. So I thought I was going to be a famous actress on Broadway, and um, but realized when I got to college and everybody else had been the big star in high school, not just me, that uh um I was actually a better director than an actor. I'm also an oldest child. So uh when I told my younger sisters that I was gonna change my major to directing, they went, Well, duh, you boss everyone around anyway. You you might as well give up and get paid for it. And I also learned to love languages. So when I found opera, it was music, theater, languages, and travel. Um, I've been very lucky and intentional about having an international life. Um, I lived and worked internationally since I was 17, and that is a great enrichment to do that and also to work in multiple languages. That informs the work I do now a lot.

Pedro Stein 4:26

Okay, interesting. You know, I I want to understand one thing because by the looks of it, you were doing coaching before you even were realizing it was coaching, right? You were you were in the middle of it, just doing it, teaching, helping people, and all of that. So when did you got that shift? You know, from hey, you know what? I guess this is what I'm doing. Like this is coaching that it's happening, you know, when you you uh you you labeled it as coaching to to have that mentality of, oh, so I'm a coach now, you know that?

Elizabeth Bachman 4:56

Well, uh I worked my way up from acting to directing to directing at the Metropolitan Opera and internationally to founding an opera company. And I founded an international summer opera company in Austria. It was an Austrian-American joint venture. Uh and the thing that made it different was we it was an opportunity for young singers to get experience. And so we taught them, uh, we taught them not only how to sing well and move and act and all of that, but also business, entrepreneurial skills, because you know, the most beautiful voice in the world, as you know, good, if you don't know how to market yourself. So I was already teaching business. And but by the end of 11 years, the market had changed. Um, the schools were teaching business finally, the schools finally caught up with what I'd been doing for 15 years. And um, and also I was getting to the point where, you know, when you're working with young voices, it's really the same 20 arias over and over again. And I was getting to the point where it was just work, not love. And I thought, if I don't stop now, I'm going to lose the ability to be moved by the music. And um, the arts are hard enough. Uh, if you get to the point where you don't love it anymore, where it's just a job, then it's time to go do something else. And I was already helping friends of mine who weren't in the arts, helping them with their speaking and with their stage presence. Uh, and so I was already training speakers. And actually, the reason why I learned the art of public speaking was because in order to start a nonprofit organization in America, you've got to raise the money. And I had to raise, I I knew, I knew how to deliver, how to like create the program and do the program, but to pay for it, I had to raise $100,000 to launch it. And to do that, I had to give speeches. And that's where I learned the difference between speaking on somebody else's behalf and speaking for myself, telling my own story. And um, frankly, when I started, I was terrible. I was just really terrible and terrified. So um, so I had to stop. Uh, what was the second question?

Pedro Stein 7:44

It was basically uh the shift, right? When you realize you will you you move into coaching from the app opera director to coach.

Elizabeth Bachman 7:51

Why don't we skip that and go on to you could just record whatever it is you have, but but go on to how we can help people. Okay.

Pedro Stein 8:01

Well, um I have some plans before I want to design who your uh ICP is, okay, and then I'll ask about that. So moving forward. So, okay, now once you were out there, you know, helping people and all that, uh, Elizabeth, who did you naturally end up attracting? I know in the introduction I introduced you to women, right? And all of that. Now, what but I want to understand when did you realize, okay, these these are the people I work best with, you know?

Elizabeth Bachman 8:29

Well, what I discovered actually from my opera work was that the reason I founded an opera company was because I wanted to run an opera company, and no one would give me an opera company to run because I was a girl, so I had to make one basically, and um, and did that for 11 years. But what I realized much later when I started working with women, especially women in corporate situations, was that I had also been telling the wrong stories. And when I was marketing myself as someone who could run the company, I thought that my reputation would speak for itself. This is such a trap that so many people fall into. And um basically the reason why I help women present themselves as fit for the job that they they're looking for is because I blew it. I did it wrong. And you know, I now know when I started training for this, and I went, oh, I did that. So basically, I have made all the mistakes myself. And it's mostly women, it's women's communication challenges that I know from the inside because I've had them all. Uh, and I do work with men from time to time, but it's mostly women who come and figuratively knock on my door and send me messages or refer their friends. And my mission now with strategic speaking for results is to get more women's voices heard in places of power, which means getting past the glass ceiling. And once you're past the glass seeing, still being your authentic self rather than trying to be your father or something, uh, and to teach people who are maybe not listening how to listen and appreciate you. And I have a whole theory why women think men don't listen and men think women never get to the point. Um, that which has come out of the last 15 years of working with high-level women who've been passed over for a promotion they should have gotten, and they're pissed off about it. So um pissed off to say, wait a minute, maybe there's something we can do. There is, you know, there are things that you can do to make yourself more hirable or more promotable. Uh, but there's also a mindset shift in there, and I had to go through that myself before I understood it.

Pedro Stein 11:22

Okay. Well, first of all, I love the fact that you're in a way serving past Elizabeth, right? That been there, done that, you have you, you, you, you went through that struggle. Okay. I love that. And you kind of mentioned the marketing part too. I feel like it's very important. Okay. So, what I want to understand is if someone ends up working with you today, okay, how do they usually find their way to you in the first place?

Elizabeth Bachman 11:49

Well, one of the ways people find me is that once a month I do a free video masterclass, a virtual masterclass, um, often around the theme of storytelling. So, my my overall program is called the Visible and Valued Program. So, how do you become visible and how do you show your value without bragging? Most people will start with a masterclass, such as um the last Friday of the month. Usually I'll do something that could be about executive presence or um how to get recognized, promoted, or hired without bragging, which is strategic storytelling for women leaders.

Pedro Stein 12:34

Okay, nice. Now let's pretend I'm your ICP or ideal client profile. Okay. I went to your master class, uh, watch it, watched it. I went through I reached out on your socials, whatever. Okay. And I like what I see. And I'm like reaching out right now to understand how working with you looks like. Okay. We got into the sales process, whatever that looks like, and I'm turning into a client. Okay. So walk me through the experience from the client's point of view. How does it look to work with you and what are the outcomes that I should expect?

Elizabeth Bachman 13:08

What a great question, Pedro. Thank you. I've I've done a lot of podcasts, but nobody's ever asked me that quite that way. So I love it. Uh often where we will start, it starts with strategy. Uh there are really six steps. So you've got the strategy, your script, those are the words you're going to use, and the language you will use, style, which is delivery style, which is again where 30 years of teaching, training opera singers comes into play. But then the most important piece is implementation. Once a month, I have a get it done day for my clients, where we get together and they will choose a story that they need to need to talk about and write it and practice saying it. Um, written language and spoken language are different. So you have to make sure that what you're saying makes sense. When you might have something made sense on the page, but didn't do that. And then number five is expanding those stories. If you've got a story, how could you use it for various different audiences? And then the sixth thing is recruiting allies. And but you've got to have a story, you've got to give them a story to tell. So quite often there'll be someone who can work with, I should be doing six fingers here this way. Someone who will be happy to recommend you. You need to tell them what they should say. And uh and then the cycle starts all over again. So strategy script style, get it done, uh, implement it, expand your strategy, recruit your allies.

Pedro Stein 14:49

Okay, and what the outcomes are expected. Let's say I I joined your program, I follow the six steps. What does it look like for me at the end of it?

Elizabeth Bachman 14:58

So for the end, it's depends on what you've what you've joined looking for. It you've either got that new job, and we're also working on how you present yourself once you walk into the new job and you're in you're at the new office, you're meeting new people. How do you tell those stories? And um, or you've got the promotion that you're looking for. Uh, for instance, my client Janet was a wonderful woman. She's uh she was the tech person for uh an important, she was the IT person for an important research institution. And she was always fixing problems, and they took her for granted. So she was made senior director, she was and she was stuck as senior director for 13 years. And she finally they asked her to fix something else and you know, institute a new program, which was going to involve writing a bunch of things. And she said, This time I want to be recognized for it. She was complaining to a friend. The friend said, Go talk to Elizabeth. And what we did was we uh figured out what she was going to do, but she positioned herself as a strategic thinker. And she also went to each person in the C-suite. There were eight of them on the executive committee, and for each person, she told her story in a way that mattered to them. What was it that they were for the CFO who was worried about money? She would say, Here's how here's my strategic plan, this is how it will save us money. And for the chief marketing officers, this is how it will help the marketing be better, each person. And uh the CEO was just a tad narcissistic, shall we say? Uh, CEO was big, it's all about his ego. And so she positioned it in a way, so this is my strategic plan. This is gonna save us so much money that we're gonna be able to hire a PR firm to get you a profile in Forbes, Forbes magazine. And he's like, Oh, a profile. I've wanted to do that for years, I didn't know how. She said, Okay, well, say yes to my project, and that's gonna save us the money. We'll figure out how to do it. So he did get his profile later. But the thing is that each person was addressed in a way that made sense to them, and they were so excited that at the next executive committee meeting, they created a vice president position for her. So, with a nice fat little raise, and like that little nice fat raise, and so she got the promotion, the title, and the recognition for the thing that she already knew how to fix and she was gonna fix it anyway. It's all positioning. How did she position herself as the person who needed to be a VP, needed more money, and needed that recognition?

Pedro Stein 17:56

Interesting. So she leveraged his own ego towards her own benefit, right? She did she understood and you how person that particular and you understood her to read the room and understand where the strategic points are she could use that. That's interesting. Now, one thing really caught my attention the way you mentioned recruiting allies, right? This is something unique. It sounds like I've been talking with coaches all day, every day. I haven't heard that type of framing. It's something something like a book of business of referrals, but there's clarity tied to it, which is like how do you are you gonna position me to others, right? Can you walk me through that? I feel like that is very interesting. How how do you do you do you get clarity for others to present you when you're not there?

Elizabeth Bachman 18:41

You know, often the way that starts is somebody says to me, They're not listening to me, they won't listen to me, or like this manager, he he doesn't want he always wants to claim my success for himself, and he's no one's gonna listen to me. So, or he's not gonna listen to me. So then I say, Who does he listen to? And if there's someone he does care about, then you get that person to say, Oh, well, you know, Pedro had some good ideas, and you know, why don't you promote Pedro? Give Pedro this this job. Um that's one of the ways to do it. It is, you know how it's always easier to brag about somebody else than it is to brag about yourself. Yes, that's one piece. So it's always easier to do that. Also, a lot of people think I have to do it all myself. And you don't have to, it's okay to ask for help. Find the people who are going to advocate for you, but then make sure they know what to say. Quite often, well, a lot, I hear people say, Well, you know, um my the manager, two two steps up, two levels up, like let's say the senior director would love to said she'd love to help, but she hasn't really done anything. And I said, Well, did you actually ask? That's another thing. Women especially are trained as children that asking is selfish. Don't ask for something. So learn how to ask for something in a way that makes it work for everybody. And having somebody else say how great you are is so much more effective than if you say it. You know, if you say it sounds like bragging. If you've got somebody else who says, Oh, but Pedro, he's absolutely the best. You've got we gotta have Pedro on this project because he's the person who knows how to do it, then that's um that's a huge part of the strategy. And I even have a 15-minute 15-minute strategy for uh for high-level mentors, actually. Uh one of the things that you could do, this is this is like the fourth or fifth thing you do when you're recruiting your allies, is also think about people in your industry whom you would love to have on your side. You don't they don't actually know you, but you can reach out and say you have a connection to somebody. Um, well, I'll tell you the story of my uh my client Sally, who was in Silicon Valley, another one of my Silicon Valley clients, and she reached out to a woman who had a really interesting company. Uh, she got an ally to make the connection, and she said, I have, could I get 15 minutes of your time? So one question, 15 minutes, very concise and clear. What would you suggest? Ask advice about one specific thing. Most people are pretty are happy to be mentors for, you know, they'll give you 15 minutes or 20 minutes. So she did that. And then two months later, she reached out again. She said, I have another question. And sort of every two months, we set up a calendar so that she had third week of the month. She was going to do the outreach to the big, the big shots. And but especially this woman. And after she'd done this three or four times, this woman called her and said, Sally, um, I know you keep asking me these things, and I've just been really impressed by that. There's an opening in my company. I want you to apply. And so she wound up getting a job with the big shot at this amazing company that was doing really great things in the world because she had set up the connection 15 minutes at a time.

Pedro Stein 22:50

Interesting. I love that. Very, very interesting and powerful. You can see the results, right?

Elizabeth Bachman 22:55

Now it's one of the longer term, it's one of the things you do kind of longer term. It's playing the long game. Um, and it's also you've got to know what you're saying and get your first level um allies first. But then that's something you can just sort of do a little something about the long-term thinking while you're at it and you never know.

Pedro Stein 23:17

Like planting a seed. Yeah, that makes sense. Yeah, you know, and your work seems pretty involved, right, Elizabeth. We're talking about almost like a custom experience, right? So this is a question I love asking quote coaches. It's like, because in the coaching space, sometimes people are wearing all the hats, right? Marketer, business developments, yo, right? And also the coaching practice itself. So, how do you think about managing your time and energy so the business doesn't start owning you, for example?

Elizabeth Bachman 23:47

That's a good question. I I read pretty much every single time management article there is because I always think I could be better. I'm I get distracted, I get easily distracted. Um, accountability is what works for me. And actually, I know that I, as the coach, I'm the accountability person for my clients because having your stories ready, you have to take the time to build them and practice them first. And then then you have them at the tip of your tongue, but not unless you've practiced it. And so one of the things we do with the get it done day once a month or the regular coaching sessions is make sure that they have something specific to do and ready so that when you need it, you've got it. Um, the metaphor I use is imagine you're running out for lunch and you're in line getting a sandwich, say, and you find yourself next to an influencer or someone from your company who you want them to know you, and they say, Hey, so how are you? What's going on? Could you tell a story in one minute before you get up to the counter where they're going to pay for their sandwich and go? And this is why it helps to have to practice saying your stories and to track them. The thing is that there's always fires to put out. So I act as the accountability partner to say, take this time to think about to do long-term thinking, do some long-term planning, and I will be there. And and then I have people I do for me. So I pay a lot of money to my own coaches. I also have friends where we get down and we say that we pledge at the beginning of the hour what we're gonna work on that we're gonna work on something we've been avoiding. So, you know, for me, it's often the bookkeeping. So, okay, for these next 45 minutes, I'm gonna do my bookkeeping. I hate doing my bookkeeping, so I'm gonna do my bookkeeping and I'm gonna be accountable to my partner. Um, and I also have coaches who um who get a earn a lot of money off of me saying, eh, you know, today's a day where I need to not talk. I just need to type this thing, and then I will have it there for you. So I've been on both sides of the accountability program. For me, I wish I were super disciplined to do everything the way, but no, that's what works. I need to have another person that I have to that I have to say whether I did it or not.

Pedro Stein 26:44

Well, you walk the talk, right? If you're the accountability, accountability partner for someone, it's only fair you have your own, right? That makes a lot of sense at the end of the day.

Elizabeth Bachman 26:53

It's accountability and coach. So it's a lot more than accountability, but what it is when you have a session, um, it's like if you've ever been in therapy, you know, you go and you talk to the therapist about what's going on in your life, gives you a chance to shut everything else away. As a coach, what they're doing is they're taking then the time to work on something, and um, and they have to, there's a deadline. So they have to tell me what they've got, and then I help them shape it and polish it. I have a client right now who's um getting doing a speech at, he's got a 10-minute speech at a very, very prestigious university, and he's an amazing writer, but he's not a speaker, he's never done speaking before. And he has to talk about himself and how he got there. So we're working on honing and polishing, and we've been working for three weeks on 10 minutes, where making it interesting and polished and making it easy for him to say it without getting all tangled or all caught up in, oh my god, what are they gonna think about me? So the stage fright, this okay all of that. That's actually over 30 years of my experience coming to play to help him, help him really come out and make a good impression.

Pedro Stein 28:15

Okay, you know, I want to shift gears for a second here and talk a little bit about the future. Okay. So, where are you taking strategic speaking for results? You know, are you thinking more about growth, leverage, building a team, or refining what already works? You know, what feels most exciting right now, Elizabeth?

Elizabeth Bachman 28:32

Well, I have a team, I have a great team, which is marvelous. It's taken a while for us to get it all together, but I have a wonderful team and they do a lot of the administrative work for me. I do use AI mostly for content creation to help me speed up the process of getting my thoughts in order. Um, I have trained AI to write like me. Um, it's quite possible that ChatGPT has trained me to speak like it what it writes. That's also possible. But ultimately, I want one of the things that we're planning are mastermind programs so that we get a group of um no more than eight people together to meet every two weeks to talk about what's going on in their lives, in their business, and to leverage the experience of everybody on how do you become more visible, how do you position yourself, how do you handle that difficult conversation? Uh, that's often people come to me and say, I don't really know how to do it. And if you can practice talking about it, that makes a big difference. Uh, one of these days I'd like to get to the point where I build an institute and then I know that my techniques work. I would love to actually build a program so we can get lots and lots of people, because there are still millions of people who are not being listened to, don't know how to position themselves. And um, every time I meet someone else who says, Oh, yes, I do the same thing you do, I say, wonderful, because however many of us help help women become visible, help minorities become visible and show their value, there are millions of people who need us. So, you know, the more, the more the merrier, I think.

Pedro Stein 30:30

You know, I'm thinking right now about the stage fright you mentioned, right? And people trying to be more visible and all of that, getting the message out. So I'm thinking right now, my question to you is it's like, how do you prep someone to do that? Because of course, you can practice, right? You mentioned that, but the stage fright is like they're you can they can practice with you, but they're gonna tell, like, I'm thinking as a client, okay. I'm I'm I'm I'm not I'm I'm I'm not I don't have the full understanding, but it's like how do I practice to speak in front of uh 500 people or 100 people, right? It's different to practice with you and when I'm in the stage. Yeah, so how how do you cut through that and you give them confidence? I I got curious about that.

Elizabeth Bachman 31:12

So here's the thing if you're when we have stage fright, and I developed this for the opera singers that I worked with first. Usually what happens is the voices in your head say, Oh, they're gonna think you're stupid, they're gonna think you're you're gonna make a mistake, you're gonna look like a fool, they're gonna think, they're gonna think, they're gonna think. But really, we cannot know what's going on inside their heads. The fact that they showed up means that they're interested, they want you to be great. The voices in the way are voices in our own head that were designed to protect us when we were little kids, and they continue to keep us small. So the best thing to do is to get out of your head and make it about them, make it about the people who are listening. And the exercise I like to do is to imagine that I'm giving a dinner party, and all those people listening, whether it's five or five thousand, they're all guests at my dinner party. And so I'm welcoming them into my space. And on a karmic level or on an energetic level, you extend your energy to include them and welcome them in because anybody that I work with has something interesting to say. So I know that what I say has value. So it's like feeding them a good meal, and then so I know that I'm giving them something, and I imagine them sitting at the table going, wow, this is wonderful. Then if you are going to ask for something, if you're going to ask for a sale afterwards, this this one took me a long time to learn this. If you're gonna ask for a sale, that's dessert. So you want to, in your speech, you give them enough information that they are curious, but they're still hungry. And then your expertise is going to help them. So imagine yourself walking out of the kitchen into the dining room with some fabulous cake that you've baked. Um, assuming you could bake, you know, whatever's your favorite dessert. And imagine the look in their eyes as they say, wow, lemon chiffon cream pie, my favorite, or something like that. Um your expertise is the gift. We get stuck in our own heads thinking I'm hurting them by asking them for money. When actually what you're doing is you're asking them to invest in themselves by working with you, if you're a coach or you're a teacher, or if you're selling a product, they're investing in themselves by buying from you. Therefore, what you are the gift. Your expertise is the gift. So if you think of, welcome to my party, here we are at my dinner party, then they're gonna know, they're gonna feel more comfortable with you because you're kind of bringing them into your psychic space, if you will. Um, you can think scientifically, you can do, or you can do um a metaphor, you can get as woo-woo as you want with it, but get out of your own head and make it about them. So the more, and if you start hearing the voices, you just transfer your feeling. No, this is about my guests. And that is again the fright will come up over and over. So the more you can do that, the better. If you find yourself suddenly stuck back in your own head, stop and breathe. Breathe, ground yourself, and then go back to them. It may feel like it takes forever, but it's usually like a couple of seconds, you know, or if you find yourself going off on a tangent, then you just say, sorry, I got distracted. What I wanted to say was, and that's the that's the short-term emergency response.

Pedro Stein 35:40

I love that. Okay, and before we close this out, if someone resonated with what you shared and wants to follow your work, where should they go, Elizabeth?

Elizabeth Bachman 35:49

The best way to find me is LinkedIn. So Elizabeth, Elizabeth with a Z and Bachman B-A-C-H M-A-N on LinkedIn. Uh, I do a lot on LinkedIn. I also have a website, but it's not as up to date as LinkedIn. LinkedIn is much more up to date.

Pedro Stein 36:08

Okay. You know, there were a few things that stood out to me from this chat today. And I would say the first one is like in the origin story when your mom was like, Hey, she's the bass damn bunny rabbit from you know, when you were five. I love that story, you know. And and also uh when you were like, it was just work, not love, you know, when we were talking about the shift and all that. So I I think the intention behind it is very important, right? A great powerful reminder for others, you know, they're doing something that they don't love and they're just you know going through life to through the motions, as some people say. Um, also the the when I asked you about how do they they overcame the stage fright, and you're like make it about them, it sounds like it's it's very strategic the way you frame things, right? I really love the way you're framing and and and making it look at from different lens of how you're doing it because I've been there and done that, right? And you're thinking, oh, am I am I too fat? Am I gonna say something wrong? No, I'm not prep prepared enough. And if you make it about them, it takes the spotlight out of you and show it to them, and you're just focusing on serving, right? Exactly. I I love that reminder. Now, this is my long-winded way of saying it, Lizabeth, that I really appreciated taking the time and being open with this, you know? It was great having you on.

Elizabeth Bachman 37:36

Thank you so much, Pedro. It's an honor to be on your show.

Davis Nguyen 37:40

That's it for this episode of Career Coaching Secrets. If you enjoyed this conversation, you can subscribe to YouTube, Spotify, Apple Podcasts, or wherever you're listening to this episode to catch future episodes. This conversation was brought to you by Purple Circle, where we help career coaches scale their business to seven and eight figures without burning out. To learn more about Purple Circle, our community, and how we can help you grow your business, visit joinpurplecircle.com.