Alright, welcome in to Vision Pros Live.
I'm Jackson Callum, I'm your show host. We will be doing interviews for visionary entrepreneurs
and guests, guest leaders who are building fantastic visions out there. Ultimately, I
just want to go through some of the things that might help you with your vision.
So if you have a vision that you're pursuing, drop a link in the comments and let us know
what that is. If that's a business or a brand, if it's a non-profit that you run, be happy
to promote it, be happy to talk to you about it, and if you'd like to apply to be on Vision
Pros and be interviewed about that vision, then by all means, feel free to reach out.
Alright, alright everybody, welcome in, welcome to Vision Pros Live podcast. My name is Jaime
Jimenez, I'm here kicking off this wonderful podcast. Jackson will be joining us a little
bit later before we get started, before we go into subject. I wanted to talk to you about
the power of delegation. It's always important for everyone to have in place any type of
fallbacks in case any unforeseen situations may come up. And this is something that we
are 100% here, prepared to do. So I'll be kicking off today's podcast and I hope you
guys enjoy it. I am an executive at First Class Business. Today, I have the pleasure
to be with a wonderful woman. She is an amazing, amazing coach. Her name is Alyssa Joshua.
She is an executive coach working with entrepreneurs, creatives, and business leaders to create
lives, teams, and companies that go beyond performance. So let's welcome her in.
Hi, I may have a question for you.
Great, thank you so much.
I'm glad, I'm glad. Would you mind telling us a little bit regarding your background
as a coach before we start with some of the questions?
Yes, I've been a coach for five years. I started coaching as a coachee and that's what got
me into coaching and looked a little bit at my background and the kinds of jobs that I
had been doing and realized, oh, this is something I want to share with others because I really
saw how coaching was impactful in my life. So I've worked in the restaurant industry
and tech startup and I, for the last 18 months, was coaching at the tech company, coaching
all different levels of leaders and different departments within the organization, which
was a lot of fun and I also have a private coaching practice. So anything I can do to
get coaching to more people is fine by me.
Yeah, I've been coaching as, I've done some personal coaching myself and it's transcendent.
It definitely takes you to a different place. With that, can you please share your vision
with us?
Yeah, so for me, my vision is really to bring coaching to as many people as possible because
as you said, coaching is transcendent. I saw what coaching was doing in my life, how it
was changing relationships, how it was changing the way I showed up at work, how I showed
up for my clients, all different things and I really love the ripple effect that coaching
has because your family, your friends, your colleagues, they'll see the changes that you're
making through coaching and so my vision really is to have as many people as possible
be able to take advantage of coaching and really see those changes in their own life.
That's amazing. Yeah, coaching definitely brings you to a whole different level and
it provides such an amazing feeling for a person to be able to be led and be guided to
understand better like what situation they may be in and what else they could improve
in their lives.
Yeah, and you know, it's really neat to be able to walk next to someone as they're going
through whatever they're going through or to have someone say that thing that we've
been working on for the last three months, it's live or it's come to fruition or I got
the promotion, whatever it is, and to celebrate with people, it's just, it's awesome. I love
it.
That's another thing, accountability. That gives you, you have to be accountable for
everything you do and that is something that people may find sometimes overwhelming but
it's so nice to have someone there to talk about your victories, your failures and to
feel good about it at the end of the day.
Right. And you know, I think about accountability too. Sometimes it feels stressful because
it's like, oh, I actually have to, so to speak, get that thing done. But if it's important
to you and the person you're talking to is someone you love, then out of that love, you
want to create that accountability with them because seeing them accomplish their dream,
their vision, their next step, whatever it is, however big or small is what it's about.
Like that's really me loving you and not letting you off the hook and saying, hey, you said
you were going to do that thing and it was important to you, so let's make it happen.
Yeah. Yeah. So with that, what's your vision for your clients?
Oh my gosh, that they would accomplish their dreams. But I'll take a step back because
for me, when I first started coaching, it was because I couldn't even answer the question
about what my dream was, like what my dream job was, what my dreams for my life were.
So being able to work with clients to help them even get there, suss that out, that is
such a huge first step of creating a safe space where they can dream because not everybody
has that. And sometimes if your dreams, let's say, don't fit with what your family believes
you should be doing or what you grew up thinking you had to do, it can be hard to say those
things out loud. So for my clients to be able to say what their dreams are and then be able
to achieve them, that's really my vision for my clients, that they're living a life that
they love and that they're achieving the big steps, the small steps and moving themselves
in that direction. I mean, yeah, that feeling has to be great
when people accomplish what they set out to be. I was just wondering, like, how does that
also feel on the coaching perspective? Is that also gets you pumped up?
Yes, I think it's awesome. I'm like, you did all the work, you know, because I'm walking
beside them. But I had a client who had been working on a book for a while and we worked,
I think if I'm remembering correctly, he told me 10 years and we coached together for about
three months and his book is now live. So, you know, I see the LinkedIn post and he messages
me and he's like, I sold my first book, like, that's amazing. I love celebrating those kinds
of things with people because it just, it feeds them and it means that they can do different
things with their family or show up differently at work or change a relationship that they
didn't think was changeable. That's so cool. I love it. It's my favorite part of coaching
is when my clients call me and tell me a win that they've had.
Yeah. So, one of the important things in mindset for me is also celebration because it has
to be, it has to be an important part. Once you are able to overcome that goal that you
set yourself, it's important to also celebrate that. What are your thoughts on that celebration?
How should a person celebrate those victories?
Well, first off, I love that you brought that up, Jaime, because I think that when you are
a vision person and especially if you are type A like me, you can get caught up in the
final product and forget to celebrate along the way. So, not only is it important to celebrate
the final accomplishment, but also the progress that you're making because, you know, if you're,
let's say you're paying off debt, if you've paid off a quarter of it, that's a celebration.
If you've paid off a half of it, that's a celebration. So, always remembering to celebrate
along the way, I think is huge and also makes it easier to track the progress that you're
making because sometimes that goal can seem really far down the road, but every step is
moving you forward. So, celebrating along the way is huge. Oftentimes, I'll stop a client
like, okay, what are we celebrating today? Before we get into commitments or strategy
or what's getting in your way right now, let's just talk about what it is we're celebrating
because without that, why are we doing all of this stuff? It also helps with that mindset
of, you know, I'll be happy when, like when I get there, we want to be enjoying it throughout
the whole time. So, celebrate early, celebrate often and, you know, sometimes it's just about
celebrating, I'm here on this call today and that's enough and that's okay too because
sometimes that just getting up is a celebration, right? Like it was a hard to get out of bed
this morning, but I did it. So, not only should you, but do it a lot, a lot, a lot.
Yeah, that's something that I constantly do and I think even though it may be small steps
or small things that we do, we have to take that value and provide that celebration space
for everyone. Right, and your point about the small steps, everything is small steps.
Like when I'm talking to clients, I'll use the analogy of a staircase a lot of times
because if you're at the bottom and you're looking way up at the top, it does not seem
possible, but you can definitely step up a single step and you can definitely take the
next step. So, it also helps keep everything in perspective that we're not trying to do
the thousand things that are going to get us there. We're getting just the one next thing
and that also takes a lot of the overwhelm away because most of us can do the one next
thing that takes 15 minutes, right?
Yep. So, here's a curious question. What does it mean to unleash your fire?
Well, and I talk about that on my website and that's like a little bit of my branding
for people who don't necessarily know me, but what it means to unleash your fire, what
I think is oftentimes I have myself and I've seen with clients held back on my truly authentic
self because it might make other people uncomfortable or goodness, it might make other people feel
any given way and I have to remind myself, look, it's not, their feelings are not my
responsibility as long as I'm in integrity and being kind, but what I want people to
be able to do is just like open the floodgates on the things that are important to them.
So, it starts with a spark, which is that vision. What's my vision? And then, great,
what are we doing to get there? And then when you get there, great, what's next? It's basically
just like this growing, you know, because the fire starts small and it spreads quickly,
but it's this ability to really have your vision in place and then grow with it and
grow into it because we don't want to play small and fire does not play small, right?
It's big and it's hot and it just keeps moving.
Yeah, definitely. Wow. That's something, definitely.
Because following, so, yeah, I've met a lot of coaches in my life. I haven't had a good
life or a big coach, but I've experienced some really bad coaches in my life as well
as some really good ones that have shaped me into what I am today and I am thankful for
that. What separates a good coach from a bad coach?
Well, let me just say what I, in my experience, has made a good coach for me. My experience,
and I always tell my clients, too, I have a coach, I have many people in my circle. I
recently heard Rich Lytvin say, if you can do it by yourself, it's not a big enough vision,
right? And so I fully believe in the power of the team effort of people supporting you.
But for me, what makes a good coach is someone who challenges with love, like we talked about
earlier, right? Like, hey, I know you're having a rough time today, but I care more about your
vision maybe than you even do right now. And so I am going to help you get there. That's
one, having empathy and being authentic. Like sometimes as a coach, you have to say the hard
thing or the thing that is going to kind of hit somebody right here and let them sit in it and
have the space and it is okay because you've built that trust. And I think having that basis of
trust and knowing that the coach is for you, for me is what makes a really great coach.
Yeah, I think that chemistry and that relationship that has to develop specifically with a person
that is guiding you is so, so, so important. We have a question here from Mr. Jackson, which is
he is now here. He's asking, what are some small steps that you are taking to move to your next
level? For me, I am. Hey guys, I was just going to do a part real quick. I was actually asking
that to the audience. I mean, I was enjoying this. I was sitting back and watching you guys. I'm
like, this is great. Jaime is doing amazing. Alyssa is throwing down the bombs, the value
bombs. And I was like, let me just type some value bombs out there while you're going. So,
you guys keep going. I'll step aside. Awesome. I want to know when the, well, now Jackson,
I want to know in the comments, what small steps is everyone taking to move themselves to the next
level? And I think remembering that a small step is a step. So let's not think like, oh,
I'm only doing this thing. No, if you are taking a step, again, let's celebrate that because it's
hard to do. You know that that was a small mind taking a small step, right? When we, when we'd
belittle ourselves or talk down about the action, right? So small steps, right? I'll give you one.
Jaime, since you put me on the spot, how about a big step for Jaime on having him run Vision
Pro's live last minute so I could fight traffic and get back here? That is absolutely amazing. I
was like, what, what a great opportunity, you know, to have this happen, to have Alyssa come on,
Alyssa being an executive coach for Jaime, soon to be established. I don't know if you'll talk
about that or not yet. Oh man. So Alyssa is actually going to be an executive coach, most likely for
Jaime. We're going to do a little bit of evaluation on who our team is, is ready for that, who our
team is ready to maximize the value of that and, and really allow her to unleash her fire as a coach
with him so that he can or, or Camila can unleash hers. Those are the two that I'm most considering
right now. But so here we go. And I'm stuck in traffic and I'm like, you know what, this is
the perfect time to delegate, right? And to really showcase the power of delegation, bring your team
forward, you know, empower them, let them jump in and do this. So I needed to do, I needed to
communicate with Jaime about that. We'll talk about that in just a minute, probably. But I said,
Jaime, who do we have on deck? Cause I thought it was either Alyssa or Susan. I didn't know which.
And he said, listen, I was like, okay, great, I'm going to call Alyssa up and let her know
what's going on and let her know that he's going to start the new process. Cause it wouldn't be
respectful to either party to delegate one side of the experience, right? You got it. You got to
be able to delegate both. You got to let people know what's going on. Ideally, we would let the
audience know as well. But that's part of the fireworks show, right? That's part of the income
in. He can help the audience see that and they'll just go, you know what, they don't need Jackson.
Maybe we like Jaime better than Jackson on this, right? This is an opportunity. And what it comes
down to is my brand is not Jackson class business or vision pros Jackson live. Like, you know,
it's vision pros live and it's first class business. And if we can't learn to set ourselves aside,
if we have to be the center of attention, what are we doing? Like we're going to rope ourselves in
to the degree that I'm scaling these companies. It would be different. It's different from my
brand personally. I have to show up on stage when it's Jackson Callum, you know, wrote the book
type thing. But when it comes to a bigger brand, a brand that goes beyond the singular individual,
that's where it's super important to be able to delegate and empower. So I'm going to get out of
the way a little bit more. But Alyssa is one of the people who I know that does an excellent job of
helping executives establish themselves as executives. And I would say that delegation is one of the
most important roles to being an effective executive, according to Peter Drucker, at least,
Dr. Peter Drucker on that topic. Alyssa, I've learned a lot from you in regards to this reality.
What would you add? What do you do to help your executives know how to better delegate?
You know, it's a lot of it's a lot of asking questions, because a lot of times when we're not
interested in delegating, it's because we're fearful of the result. And we think and I use we
because it's kind of an all of us thing, right? We think that if I delegate this, it won't get
done as well or the way I want it to. But you know, then I'm asking, well, why did you hire this
person if you don't trust them with that? Why did you hire this person if you don't think they're
going to do a good enough job? So it's really kind of challenging the thinking around why I would or
wouldn't delegate. And like I said, you on the call today, Jackson, like today, you got to delegate
and then we get to bring something totally different to the audience, which is actually really cool.
So it's fun to roll with it. And so really for me, what are you afraid of if you delegate?
Absolutely. So absolutely. And Cynthia's on our team. She you know her well. That's our our head
designer. And we love what you're what you're contributing there, Cynthia. I'm glad you enjoy
working with us as much as we do. And it's it's cool to see her unleash the designs that you have,
you know, for for your website and things like that. So let's talk about your opportunity to
delegate that and mine as well. Right here, we had a design team building a landing page. And
yes, I can try to do it myself. You know, yes, you can try to, you know, to make it happen on your own,
or you know, you can also guide the team, you can scream at a team, right, and tell them what to do.
You can demand people do things a certain way, you can box people in there's so many ways you
can go about that process. What was that process like for you, delegating design to a new team member
who doesn't speak English as a first language, and in fact, has a translator work with her
for this, what would you learn and what would you enjoy about the process?
I personally, which this is very funny for me to say out loud, but I enjoyed the letting go.
Because it's something that if I would do it myself, it would look fine, but it wouldn't look great.
So as I started seeing these designs, and getting to say like, Oh my gosh, I feel fancy because of
the work that everyone's doing like that was nice. But I think too, it was really a great exercise in
that trust for me to say, you've seen my branding, you've talked to me, you've seen what I do have,
you understand where I'm trying to go. And I'm just going to let you roll with it and try to
trust your expertise. And I have, I don't even want to say I have not been disappointed. That's
so just like awful to the process. I've been so thrilled with everything. It's been so much fun
to see. And when I have questions, or I say like, Hey, can we tweak something? We can, but those are
so simple, because we're, if we're not 100% of the way there, we're 99% of the way there. And I just
get to see something that I love every single time. So I have found it to be freeing and also
super exciting. That's awesome. I'm glad to hear that. We're going to, but we're going to drop the
link to in the comments, because while everybody has the opportunity to go after this opportunity,
they know they answer these four powerful questions related to unleashing their ability to think
bigger, right? And you can be a non executive doing this. But if you're an executive and you're
looking for the opportunity to be coached, then as Alyssa said, it does start with power questions.
So I wasn't planning this segue, but let's talk about the four power questions on the page.
Yeah, really, for me, it's about thinking through things that, you know, as a CEO, you're not trying
to take, take your vitamins or like create a morning routine, like you've got those kinds of
things nailed down. So it's really thinking through the things that you likely know about your
business and what's going to hold you back maybe five years from now that you can kind of see
happening now. It's about, you know, if, is anyone around you challenging you? Or is everyone around
you just like, yeah, you're great CEO, love your ideas. Some, you know, some CEOs love that some
don't really want to be challenged. So I can step in and ask some of those questions that maybe no
one else is asking to help look at things just from a different perspective. And I don't always
know someone's business. It's not my job to be an expert in everyone's area, but it is my job to say
like, why, why are you doing it that way? What's worked? What might not work? What are the things
that are going to hold you back? Or is this even going to matter in 10 months? Right? Because
sometimes the things we think that are super important in the moment might have zero impact later
down the line. And that even relates to what you were just asking me, like, if I like design two
a little more than design three a month from now, does it matter? Not, it really doesn't. And so can
we focus on the things that are actually important to you that are going to move the needle for you
in the things that support your vision? Well said. And these, you know, the visionaries that I've
met with and talked to from Jake Larson to Dan Martell, Nicholas Kuzmich, I mean, I've talked
to a lot of visionaries who have built very amazing things. And I remember Thomas LeMaguerre,
in particular out of Toronto, he talked about the Pareto principle. I believe that's the one that
it's called the 80 20 rule. And, you know, cutting out and in the four hour work week, Tim Ferriss
also talks about it and how you should cut out the 20% of customers who I'm sorry, the 80%. He said
cut out the 80% of the noise that's happening and the problems that are happening to focus on the
20% of customers that are not causing problems that are advancing the most with their reality. Now,
this applies to almost everything in life cutting out 20% 80% of my activities, perhaps that I'm
doing on a daily basis that may not be contributing to my success. You know, it really depends on
where you're at. Thomas took it next degree and he said we're going to we're going to build, I'm
very set up, but something like we're going to build the Pareto's principle for the Pareto's
principle. So we're going to go down to the 20%, but immediately cut out 80% of that and focus on
the additional 20%. And it was, you know, it's interesting what happens when you when you shift
your focus, you know, on the things that that are again most important for your life. And some people
shift all the way down for the one thing. Well, and it's helpful because I mean, I'm guilty of this
in the past week of like, why am I so busy? What what am I actually doing? So I'm filling my time
with busyness, but not 20 minutes of focused productive time that will actually move me forward.
And realizing that I was doing that and making the switch to say, okay, I said, I'll set the timer,
I'll work for 20 minutes and the focus is getting x done versus I checked an email and I and I looked
at LinkedIn and I and I did things in a much more just loose fashion. So I'm filling time, but I'm
not moving myself forward. So in anything, there's a moment of where am I spending my energy? And is
it giving me energy and moving me forward or actually taking my energy because I'm not focused on
things that are helpful to me right now. Absolutely. With vision, some of the some of the times we're
going to be talking about the hard truth. And when it comes down to the hard truth,
in reality, 96% of us fell within 10 years. And a lot of business owners, they don't know where to
turn for executive coaching. They don't know when to turn to coaching. And they don't even know what
it would be like. What if what about team members having executive coaching, which is and how does
that work? Right. So I want to highlight about our relationship. We first started working together
and and talking. I believe you had primarily been a coach for more corporate driven programs,
where the corporation or the entity had hired you directly. Is that correct? Yes, correct.
Okay, awesome. So with that context of that being the case, you've now since then you've
started to bring on individual contracts and smaller companies. And I'm going to say it for you.
The market has a very limited mindset in terms of coaching. I hear that too often the phrase,
I have a coach. Like, that's great. You know, I have a preacher, you know, perhaps, but I also
have a mom and I don't tell my mom, Hey, I have a preacher, don't talk to me, you know, about God.
I'll tell everybody else like you can't talk to me about God. We put these weird walls up to
protect ourselves. When in reality, the people who are most successful life in an executive level,
they have many coaches and mentors, right? So what I'm getting at is when it comes to your new
opportunity or transition to attract these entrepreneurs and people who maybe don't know
how to hire an executive coach, maybe don't know what to expect out of that, right? What type of
advice do you have for them? And in fact, you know what, talk to me about who pays for it. When you
go to a corporation, who pays for the coaching and who do they pay for the coaching for?
Yeah, it really depends. So like in the situation we were talking about earlier with Jaime, it might
be that first class business in this case engages me to coach people on staff and then they would pay.
And someone like me, for example, I just simply pay my coach directly. So sometimes companies,
if they really believe in growing their people and their investing in them, will cover it. And
sometimes people just decide for themselves, I'm ready to take myself to the next level. And the
thing with coaching oftentimes is, I'll ask the question because people will have a vision. It's
like, okay, well, why haven't you gotten there? Because a lot of times we think we can do it
ourselves, except our history shows us that for most of us, that's not the case. So six months
have gone by 12 months, 18 months. And that thing that you're going to get to is still sitting there.
And so having that coach, the coach creates accountability and creates momentum in a way
that you can't do on your own. Well said. And it's sometimes hard to swallow that pill,
that you can't do it on your own. But in reality, it's one of the humble pill,
has so much power behind it, once you finally do decide to take it in. So there's fantastic
opportunities for entrepreneurs to hire you on for their own benefit, but also to look at their
team and say, you know what, do I need my team leveled up? And is it possible, getting creative
and then get outside the box, is it possible to bring you in as kind of a help me assess
what our needs are and maybe who would qualify for that? Or how do you go about it if you've got,
like I've got like 12 different team members, we talked about maybe bringing two on and looking
at how we're going to do the coaching with them. Why did you come to the conclusion you came to,
what does that look like for transparency sake? Yeah, I mean, oftentimes the kinds of things
that I'll ask are like, do you have anyone who's newly managing people? Sometimes that can be
someone to coach because as we've seen, being good at a job does not necessarily mean being good at
leading other people. So it could be somebody who's recently moved into a new role or recently
overseeing others. It could be like, hey, we have a great salesperson and we just want to help them
take it to the next level. They're doing great, but they can do better because there's a moment in
high performance where you kind of hit a roadblock and it's helpful to talk through what is getting
in your way because at every level, all of us will find some way to get in our own way because
it's worked for us before and maybe we think it's protecting us or maybe it worked in a different
role or at a different company, it doesn't work now. So having somebody to help suss that out is
very helpful. So I'm really talking with a CEO just to ask like, what's going on with your team?
If you have people who are brand new, coaching might be too much for them. Maybe they still just
need to get situated within the organization and kind of figure out their role. Maybe you have
somebody who is hungry for the next step and it's like, great, let's coach them over the next six
months so that they are ready for that promotion and you can give them more because you trust that
they're ready to take it on now. So it's really about, like I said, sussing all those different
things out and figuring out where it makes sense and could be two people, could be 10 people. It
just really depends on who needs it at the moment. I love that. Yeah, I love it. That's great. So
we, the assessment comes on a personalized basis and I, you know, I'm just going to point out the
obvious right here. That assessment adjusts and changes and pivots based on the needs that Alyssa
obviously uncovers as a coach, right? Just like any business, you know, so many people want a corner
their marketing company or their service provider or their, their, I don't know, executive assistant,
the virtual assistant into doing the one thing that they've planned out, but they don't realize
with time that wait a second, this puzzle piece no longer fits the puzzle because the puzzle has
changed so much. And there's new diversification involved variables that have come up that the
dynamically change what we should be focused on. And that's why it's so important to have somebody
like Jaime said, right? This is, we want to coach who knows us well enough and is deeply integrated
enough to move beyond general advice, general advice, because it's general results. Welcome to
the 96% of failures. Jaime, I'd love to hear what do you got, man? Throw down if you want to.
No, no, I mean, I think I'm a very coachable person, which is, which is kind of an advantage
to people because you also need that in a client is not simply just having a person there, but it
also has to be a person that is willing to receive whatever comes their way and is willing to take
that with the utmost and looking in a positive way on everything that is brought to the table.
So I think that's, that's also a very important part of coaching itself.
I love that Jaime. Yeah. I mean, I'm 100% coachable. 100%. And I can't speak for every coach, but it's
my like imagination that every coach has come up against somebody where you're on that like
discovery call moment and wondering why, why are you like it doesn't seem like you want to be coached.
Why are you here and kind of sussing that out because it seems like there's a lot of justifications.
Maybe there's some excuses. There's a lot of reasons, but we're here to get rid of all of that
and move you forward. So do you actually want to do that? Or are you really just dedicated to
doing it the way you think you want to do it? And even as a coach, I, I show up sometimes and I'm
like, Oh, I'm really struggling with this thing. And I can only get myself so far. So even I have
to be coachable. Yeah, I love that. Okay, so let's talk about that head on. So we got people in the
audience listening right now. I bet somebody hears this someday, if not today, and thinks, Oh man,
am I, am I too sensitive or, or why, why does Alyssa have to respond that way and tell me
that brutal hard truth? Does she not like me? Is this judgment that she's passing on me? Is she
telling me I'm not good at what I do or that I'm never going to measure up, you know, if that
defensiveness that exists, right? Somebody's saying those things, Alyssa, I mean, broaden our minds.
Oh my gosh, why are you, why are you direct with people? I know that makes my heart hurt. Like,
I, I never, I would never want a client like coaching is like it, so many things. It has to
be such a safe space for the person to be there and know that in the relationship that I've built
with them that there is trust there and that I'm only challenging them, challenging them out of love.
And because of the vision that they have told me is important to them. And to really be able to say,
like, you said this was important. So if it's important to you, it's now important to me. And
maybe at times more important to me than it is to you. And so if you want to get there, I have to
ask this question or say this thing that you maybe don't want to hear. But if not, I'm doing my client
a disservice. Wow. All right, so we just saw why Jackson's not a coach. And why Alyssa is.
I'm not a coach. The diplomacy utilized, right? And that, and that softening of the process in
order to maintain the open space of trust, right? That matters. And I speak from that,
from the hard reality of entrepreneurship and having to feel like you, you got to be the coach,
you know, and the, and the entrepreneur to wearing multiple hats and different types of startups,
offending people that you didn't mean to offend. You know, there's, there's just so much to learn
when it comes to dynamic relationships. And that's again, why it's so important to have somebody
like you involved where you can reach people with more patience, perhaps, or, or more,
what was a good word, not necessarily delicately, but you're very prudent. And how you handled that
objection that I threw out there or that reality that people may feel. And it is important. And
I've seen that. I've seen you nurture people and take care of people, but I also see you,
your, your relentlessness of helping people unleash that fire and not lose sight of it. And that's,
again, that's what makes a great coach is, you know, in my opinion, I look at the rim of the
Titans. I just watched that with my kiddos. Nice. And that, that dude was, whoa, like,
relentless as a coach. I'm sitting there trying not to cry. I watched the movie. I'm like, I love
this. Why can't we be like this anymore? Like he cares if he loves it, but here you come and you
provide this, this coaching has coaching shifted for you over the last 10 years at all. And, and
how people receive coaching. Have you noticed any changes with that? Or is there a different
change to coaching styles with the whole quiet quitting thing that's going on?
Well, yeah. For me, I mean, I've changed coaching. When I first started coaching, I felt like I had
to be an expert in everybody's thing. And then, you know, I had to really shift my mindset and
understand, well, I'm not, I'm not a consultant. I am a coach. So I don't have to be that expert.
It's really about asking the questions. So for me, that's how I've shifted. And then as I continue
to change who I'm coaching. So when I was first starting out and just coaching everyone,
and then the kinds of questions that are asked when I shift to coaching people who are like
managers or directors, and then the kinds of questions that people that I'm asking when I'm
coaching a VP or C-suite person, because they're dealing with different things. So I've certainly
changed my coaching over time to address just the different realities of the types of people I
coach and the different spaces that they're in. Quiet quitting is interesting because there's,
for me, a lot of questions around like, could you stay? What would it look like if you chose to stay?
And can we shift some of the realities about where you are before you move on to something else?
Because sometimes it's about the fact that you're in an environment that's not a cultural fit for
you or not the right fit for your vision. And sometimes it's simply the way you're viewing
the situation is creating the reality that you're living in. So it's also assessing those two things
against each other and deciding, do you want to move on or do we simply want to make some changes
here? And what would it look like if you got that promotion or if your attitude and mindset shifted
about being there? So it's very individually specific to what each person is doing. And
sometimes even on the other side, it's like, hey, CEO, are you okay with me coaching somebody out
if I get there? Because sometimes people really have gotten to a point where they're ready to move
on. So understanding from that side, depending on who I'm talking to, what makes sense for them.
And of course, under confidentiality, but sometimes it's time for someone to move on.
So it's really assessing that what's true for them. Nice. And I'll go ahead. Go ahead, Jaime.
So here's a question that is very, very cool from the four part questions that you're asking. So
what do you wish the people around you would ask you? So that's also very powerful and very,
very into what I believe coaching has to be, which is right, ask the right questions to the
right people. So I want for you to give us a little bit more concept of how you came to
have this question as a power question. Yes, that's a great question, Jaime. And so this is
a great question for CEOs because oftentimes you've worked yourself up to the top and the people
around you aren't necessarily challenging your thinking, or you don't want them to. And so
being able to say, if you have not created an environment where people can ask you the questions,
what do you wish they were asking you? And then if you're not comfortable with people around you
asking those questions, why not? And it's really meant to just open up the conversation around,
hey, what's going on about what's working and not working? Because as a CEO, you usually have a very
solid 30,000 foot view. You often, like I'm always very fascinated by the CEO mindset because they
see so many different trends and things that are going on that's like, okay, so I'm telling you
trends and you were familiar with three or five of these already, even without talking to people.
So what do you want to be asking? And what do you know is working and not working that you haven't
verbalized yet? Because usually we know before we know. Yes, that is awesome. I'm glad you brought
that up, Jaime. It's always fun to know the why behind the why. Or the why behind the questions
that exist and the psychology behind it. I think it's helpful too. It's empowering. Right? Once you
know the direction, the context of a question, it can make it easier to have your own answer
that's a little bit more authentic and in line. I won't go into what led me to go that route. But
Alyssa, there was a topic that I was excited to ask you about in relation to the CEOs that you
coach and the people that you may want to be called specifically, let's talk about the stories.
Some of the transformation stories that you've had was people that you've coached for the years and
you've coached Alyssa with the folks, people that are hearing this and to thinking, oh, she wants
to work with world leaders who are guiding billions of people. Right? But going back to
a more general field, who have you helped and what type of success that came out of that?
Yeah. Well, coaching for this tech startup was actually a really great opportunity because I
coach people of ages from 25 to 55. I don't know everyone's age, but a wide range there
and coach people at all levels in the organization. So it was some people who were,
like this was their first job out of college, up to people who were VP and C-suite. And what's,
I think, is very interesting about coaching in general is that we are all humans. And so it would
be, I could be coaching one month and go, my goodness, everyone I'm coaching this month is
struggling with anxiety or everyone this month is struggling with, they don't know how to get to
the next level in their career or they're having some kind of relationship thing. So it's really
fascinating to me sometimes that male, female, different ages, different job types,
industries, all the things as humans, we deal with a lot of the same things. We're telling
ourselves stories. We're afraid of the answer we might get. So instead, we just do nothing.
We're trying to people please instead of doing the things that we kind of know to do or where we're
saying yes or where we're saying no. So it's really interesting, but I've coached people who
are wanting to move from one level to the next in their job. I've coached people who have a dream,
I have a couple of clients who are actors in various ways. And so one client left corporate to do
voiceover and it's like, great, like what's the one next thing you want to do to get there? And so
she's now got a home studio and building things out to be able to bring that dream to fruition. So
to me, anyone who is living their dream is creating a ripple effect to those around them because
they're living with more joy and more happiness. And that's for me why I coach. And so that can
happen for anyone. Awesome. I'm going to pull this ticker up so that we've got the options to
discuss. This has a lot to do with vision and vision for the people who are listening right now.
I've got a bunch of leading questions on here. Ones that I don't think they need you to answer,
Alissa, but ones that I want to talk about. So the beginning question being, should I wait to be
coached until my boss will pay for it? And whose responsibility is it for me to get coaching? And
what can I expect? This is the more question that I really want to dive into, but what can I expect
for my life by being coachable? Now, we've met people, we've seen people pass through time. We've
been around for more than that. We're not new to this gig. And I have a feeling there's people
that you've seen come along that did not take coaching seriously and did not feel the need
to invest in a coach. And you've seen some of the outcomes, some of the directions, their lives may
have gone. I'm not talking about people who just wouldn't buy, but I'm talking about people who
literally didn't get coaching from anybody. They were going to turn their nose up at everybody
and try to handle it by themselves. How does that affect you? And what advice would you give to
others who are on the fence trying to figure this out? What can they expect out of it? Feel free to
monologue for a bit. Yeah, I mean, directly, it doesn't affect me other than it's a bummer for
them because what I have learned though is I can't want something for someone else more than they
want it for themselves. And that's where as a coach that some of that discernment comes in,
because if I want it more than I'm dragging someone along, and that's not a good experience for
either of us. But if you're showing up excited about what can I learn and where can I grow,
I think it's always worthwhile because it can be something in literally any category of life. I
don't love the relationship I have with my brother. I'd like for it to be different. Great, we can
work on that. I want to switch jobs. Great, we can work on that. So coaching can really help you
positively impact any area in your life that you want to shift. And sometimes it's really just
those micro shifts. If you're like, I'm 80% of the way there, I just want to get the next 20%,
we can do that. And if you wait, you might be in the same place you are a year from now. So one of
the things that I always want to ask my clients is like, what's the cost of waiting? What's the cost
of not moving yourself forward in these areas? Because there are always costs associated on
both sides. And sometimes people aren't ready for the things that will happen if they do coach,
and that's okay too. But you also want to understand if you wait six months, how is that going to impact
your finances or your family or whatever it is? So I try to work with clients, even in like the
discovery phase, to make sure they understand both sides of the coin, depending on what they
decide to do. But ultimately, it's up to them and where they want to take their life.
I love it. I appreciate that. And as final counsel, for everybody listening in, you have
amazing opportunity to hire one of the best executive coaches that I know. I've been honored to
work with Alyssa for almost a year now. We've built a phenomenal friendship in the process. And
that's also why we're moving forward with her as an executive coach for our brand. So Alyssa,
we're grateful to have you here today. All of you visionaries out there who are listening to this,
y'all need a coach. Y'all need more than one coach. I don't know which coaches you need.
That's I can't do that without assessing it. But you have somebody phenomenal in front of you.
That's Alyssa Josh, who you can go to her link, answer her questions. I'm sure you can reach out
to her on LinkedIn or Facebook. I doubt she bites. I bet she's ready to help you assess.
Is this the right type of coaching for you or not? And just like us, you know, we're big on the
concept of we do what's best for those that we serve. I've seen the same be true for Alyssa.
She's got so many in front of her who needs help beyond what she does. And she's really good about
guiding people that direction and saying, Hey, maybe you should work with Jackson or Hey, maybe
you should go work on this first. And and that that type of caliber of coach and professional
service provider is what we're constantly looking for. So Alyssa, thanks for being awesome with
your principles. Thanks for driving your business forward the way that you do. And thanks for being
a Vision Pro. Thank you. Thanks for having me, Jackson and Jaime. It was a pleasure. Absolutely.
Thank you so much guys. Jaime, you're the man. You did so great on this. I got to stop and make
this go a little bit longer just to praise you because I know it's not in your last minute and
you just showed up and crushed it, dude. Well done. Yeah. Thank you guys. Nice. I'm here to serve.
So whenever. Right. Bye guys. See you. Thank you for being here today. I'm really happy that you
tuned into Vision pros live. I'm looking forward to seeing your reactions as these episodes
continue to move forward. We optimize them as the months go by. This is going to get more and more
fun. We'll have more and more engagement as well. We'll invite people to participate in the show.
And thank you for giving us your time and attention and have an excellent time building out your
vision and become an Vision Pro yourself. I'll talk to you soon. Bye bye.