What does that high touch support actually look like in practice?

Well, the first thing I do when I work with clients is I look to see how many meetings are you in? And then I look at, honestly, do you really need to be in that meeting? And then the next thing I look at is capacity.

So there's capacity of her calendar, but there's also capacity for billables.

Like how many clients can you really serve in a, you know, in a level of service that you really want to provide that matches what your fees are based on the number of people that you have today.

So we really look at the structure of the team.

The first thing I say to her is give me your org chart.

I don't have an org chart.

And we said, what's your most important task you have to do this week? No one would have picked reading email.

And then they go work for someone else.

Right.

Yeah, it is.

That happens a lot.

You know, it's a sad situation because she's built something beautiful based on her own area of mastery and her own ability to attract the right people towards her and has had this, you know, wonderful brand.

And then she becomes overwhelmed because she simply can't do it all.

You know, and then you layer on children, elder care, life partner, community leadership, because you know what happens, Kimberly, the more successful you are.

So no, they want to defer

I'm wondering if you can just share maybe one or two examples from the experience that you've had working with your clients.

Well, many of them are just They beat themselves up about the fact that they have this bloated payroll.

And even though they are the biggest revenue generator in the business, they also have this really out of control payroll.

And that usually happens because she, at different times throughout the journey of her building her business, she's thrown more money at people.

in hopes that they're going to stay, in hopes that they're going to step it up, and in hopes that they're going to want to evolve into being a more of a high performing person on the team.

And so that leads to this situation where she's not happy about the salary that she's providing these individuals.

And that can really eat away at you over time.

And so I'm just wondering how you teach that leader to do their one-to-ones, to handle and to manage accountability in a way that's sustainable, if that's part of what you do.