to make those, you know, to decide whether they want to go or not go or do it or not do it, et cetera.

Yeah.

I love that.

And what comes to mind as you're sharing that is I, I have a, had a client that she just was promoted and she inherited a team.

And for the most part, everything, you know, it's good, but then there's a lot of chaos and, And inheriting the team and how do I get to help the team become the team that I, you know, the culture I want to create in my world.

And then who fits with that and who doesn't.

And then, you know, helping shift or coach or whatever needs to do to help.

Yes.

How would you describe the word alignment? What is somebody looking for there? What does alignment mean? look like in our lives? How does it show up? What does it feel like? What do we think? What do we say? Can you expand on that a little further?

Yeah.

Well, what first comes to mind is if I'm unclear, let's say I want to make a career change, but I'm kind of unclear about what it is I actually want to experience, I might just go right into the same exact role or experience, like with a similar, just a different form, different company, different people.

But I might just put myself right back into a very similar experience of whatever I had in the last position.

So the first thing I, what I would talk about on alignment is like getting clear on what is the experience I would like to have in my life.

So kind of a vision for And I'm talking about not just I make X dollars, that's part of it, or it's a large company or small company.

Those are all important factors to figure out.

Michelle, what do I do? Is this me? Is it the job? Should I leave? So I'm

The way she got started, well, it's the type of story I've heard from many successful people in our industry.

When I graduated from college, the one thing I said I would never do was get into sales.

And you graduate, you start looking for jobs.

And I just started really networking with people that I knew or people that my parents knew.

And I had a conversation with someone who at the time was a district manager at Royal Cup and was really just picking his brain on The business, I lived right in DC at the time and we met there and was asking him about Royal Cup and business and just getting some feedback from him and I gave him a couple of my resumes and said, can you hand these out to people you know in the business world? And he called me a couple of weeks later and said, I think I have a job for you at Royal Cub.

And so it really was my first job out of college.

And I started as an account manager in the Baltimore, Washington, D.C. area.

But when you go to a national account, is there a different mindset from your perspective and from the customer's perspective, as opposed to when you're dealing with a local customer or somebody that you're dealing with one-on-one locally? How different is the mindset?

How do you compete with the big guys that are out there that can offer a full suite of services when it comes to a national deal?

We go up against them every day, right? Like that's who we're going against are people who can do everything and we are not doing everything and we're meeting on partners to help if it's something where they want to bundle everything.

But what I would say is we want to do one thing really well.

Sometimes it's hard when you put several different buckets into a program and try to do everything together.

I'm not going to try to sell you a pen and a cup of coffee.

I'm going to sell you the cup of coffee and it's going to be a good cup of coffee.

And so that would be how I would compete against maybe a competitor who can do everything and I'm working with different partners to do it and really focus on what we can do well and make that be the selling point.

Tell us about that culture and some of the programs associated with that.

So walk me through your line of thinking today, comparing to what you've been through, please.

Right.

I mean, I love talking about this part because I do believe coaches that if we could write a playbook and I've been coached by people who could write and probably have written this playbook, actually, and they're teaching others.

But we all go, I think most of us go through this coaching journey and pricing is a big, big one in that.

So there's all the things that we think about ourselves is going to be wrapped up in our journey with money and pricing.

And what we want to do is separate out our worth and value, our internal worth and value, which is priceless, to what we're charging and fees that we're putting into our, or asking for in our coaching business.

Plus, the other thing that is that people are not purchasing us and our coaching.

So what would be your advice for those coaches listening?

What have you seen? What have you experienced? What does maybe one of your clients set the stage on why this becomes an issue and how this can hold somebody back?

Yeah, thank you.

So problem, chaos.

problem, not really a problem promotion, right? It shouldn't be a problem except that new role.

It demands us to learn new skills potentially, or to shift to a different way of leading and perhaps letting go of some things we've been doing in the past, maybe some being in the weeds.

Um, and also if we're not prepared for that next level, you know, our nervous system can take over.

And if we're not healthy in our nervous system and how how that's operating, it just exacerbates it and makes it even more intense.

How do you set it up for them to set a reasonable expectation that you go on a journey? And how long does it take to finally get to a point that you find that calmness and that feeling that, hey, I'm not just surviving, but I'm thriving again?