Subscribe
Share
Share
Embed
You became a coach to help people — but no one told you how to build the business behind it.
Coach as Entrepreneur is the show for coaches who want to go beyond referrals and create a real business that supports both their clients and their family. Each episode explores the systems, strategies, and stories that help coaches simplify marketing, attract the right clients, and grow sustainably, without burning out.
Whether you’re just starting or looking to scale, this is your roadmap to running your coaching practice like a business… and doing it with heart.
Build the system. Serve your clients. Support your family.
# Dr. Lani JonesDec 03, 2025
[00:00:40] **David:** a lasting legacy through her framework. The final 1%. With a [00:00:45] background in corporate healthcare and a sharp eye for human behavior, Dr.
[00:00:48] Jones brings a [00:00:50] fresh, no fluff approach to leadership performance, workplace [00:00:55] relationships, and maximizing impact both personally and professionally. You became a [00:01:00] coach to help people, but no one told you how to build the business behind it. Welcome to [00:01:05] Coach as Entrepreneur, the show for coaches building real businesses with systems, [00:01:10] strategy, and heart.
[00:01:10] Build the systems, serve your clients, and support your family. Lonnie, thank you for [00:01:15] joining me today. I'm really excited to be here.
[00:01:17] **Lani Jones:** Thank you for having me. I'm looking forward to this conversation as [00:01:20] well.
[00:01:20] **David:** So Lonnie, you know what I started asking coaches is what did you [00:01:25] think you were gonna do when you were five years old?
[00:01:27] **Lani Jones:** I was definitely not one who had my whole [00:01:30] life planned out like the degrees, or knew from my young age what I [00:01:35] wanted to be. I would say at five it probably had something to do with books. [00:01:40] When I was about four, I memorized my first book. It was the [00:01:45] original Madeline book. And so I would take it up to people and say, [00:01:50] oh, do you want me to read you this book?
[00:01:51] And I knew like what pictures went with what [00:01:55] words. And so people were usually pretty impressed that this 4-year-old was reading a [00:02:00] pretty, you know, advanced children's book. And usually my brother would be the one to wrap me out at [00:02:05] some point on it. Um, but I just loved books from an early [00:02:10] age and so probably something along the lines of a librarian or an author or something like [00:02:15] that.
[00:02:15] **David:** Oh, I love it. Books are so fantastic, like when you really [00:02:20] enjoy and can kind of dive deep into that, I mean, as a, especially as a kid, like you can jump into a new [00:02:25] world and just have adventures and I think unfortunately now it's kind of a, something [00:02:30] that's being lost in, in today's day and age.
[00:02:32] Right. That love for books.
[00:02:34] **Lani Jones:** [00:02:35] Yeah, screens have kind of pushed books out a little bit unfortunately. But, fortunately [00:02:40] though books are still there and alive and well, and so
[00:02:44] **David:** Yes.
[00:02:44] **Lani Jones:** [00:02:45] just need that, the adventure rekindled for them.
[00:02:48] **David:** As you were growing up, [00:02:50] obviously, well maybe you'll go back into books. You could be writing a book today. [00:02:55] So how did you go from books to a coach? What was that? You know, transition and journey [00:03:00] for you?
[00:03:00] **Lani Jones:** I'd say it wasn't a linear journey. Like I said, it wasn't one that I knew [00:03:05] all the steps of the way. And so I started college as [00:03:10] a psychology and English major. So I guess that kind of ties back to books. There is a bit [00:03:15] of a theme here. And I was pre-physical therapy. So I went through like all the [00:03:20] related helping therapies of pt, ot, contemplated med [00:03:25] school, all of those types of things. It was like, Hmm, don't wanna do that. Nope, don't wanna [00:03:30] do that. And so then I went, got a master's in counseling, was like, Nope, don't wanna do [00:03:35] that, so I guess we should go get a doctorate. And so I got a doctorate in clinical [00:03:40] psychology and I was heavily on the testing side of things. So autism, A [00:03:45] DHD vows. I'm a data nerd, so I loved getting all the testing [00:03:50] data and clinical judgment. And I started my career, in a hospital setting and so was [00:03:55] working with all these other medical professions that I had considered being in.[00:04:00]
[00:04:00] **David:** Mm-hmm.
[00:04:00] **Lani Jones:** really fed, just my curiosity. That's probably the one thing with books, that [00:04:05] was a theme of just what makes people tick, what are other people's [00:04:10] experiences like, how are they different than me?
[00:04:12] Because I grew up in the cornfields of [00:04:15] Indiana. Lucky from an early age to have some opportunities to travel, to [00:04:20] get out, to experience new things, but was just always curious about the rest of the [00:04:25] world.
[00:04:25] **David:** That's fantastic. Like the more we're curious, the more we learn, the more we get [00:04:30] exposed to new things. I think having that, desire to learn and being curious is [00:04:35] such a wonderful skill to have. Right. It makes people, great leaders too, like having that [00:04:40] curiosity.
[00:04:40] **Lani Jones:** Yeah, one of one of my favorite TV shows is Ted Lasso, of my [00:04:45] favorite series, and he's all about choosing curiosity, not judgment. And so going back
[00:04:49] **David:** [00:04:50] Yeah.
[00:04:50] **Lani Jones:** point on just the leadership piece of, okay, why, why did that employee [00:04:55] drop the ball? Or what's going on? How, how do I develop my leadership [00:05:00] team or my employees versus just the judgment piece or the [00:05:05] black and whiteness of it?
[00:05:06] So.
[00:05:07] **David:** Do you feel like that curiosity that you, [00:05:10] bring a lot of that into your coaching then?
[00:05:12] **Lani Jones:** For sure. Yes. Because I spend the first couple of [00:05:15] sessions with clients, or at least one learning their story, learning what makes them [00:05:20] tick. We may or may not use some assessments, you know, to help understand certain [00:05:25] tendencies or personalities, things like that. But I know everyone shows up with [00:05:30] a unique lived experience identity.
[00:05:33] And so approach is gonna [00:05:35] have to shift for them. It's not a one size fits all approach, and it wasn't under my [00:05:40] psychologist heading either. And so really trying to learn and understand and ask a lot [00:05:45] of questions of where are they coming from, what do they see are their biggest [00:05:50] problems, and also what are their biggest problems that maybe they aren't even aware of or aren't on their radar [00:05:55] yet. And so I definitely, go into that questioning mode of just seeking to [00:06:00] understand, so then I can figure out okay, what's, join with them and figure out what's the best, [00:06:05] path forward.
[00:06:05] **David:** Do you find that a lot of the, your leaders that you're working with, do they [00:06:10] lack curiosity or, is it something that, you being curious about them to understand them [00:06:15] better. But is that something that you find that most of the leaders you work with are they curious [00:06:20] people or do you feel like if they were more curious, it would make them better leaders.
[00:06:24] **Lani Jones:** I would say [00:06:25] probably generally speaking, if they were more curious, they'd be better leaders. [00:06:30] And some have curiosity in specific areas. Like someone who is more [00:06:35] like operations or systems inclined who's all about what's the nitty gritty, [00:06:40] the details, the next steps they can get super curious about, okay, why did this [00:06:45] breakdown, why isn't this a good task flow?
[00:06:47] Things like that. But looking more when we're talking [00:06:50] like team development and getting the best out of their employees and things like that, um, [00:06:55] if they haven't been around mentors or bosses who kind of come at it. With [00:07:00] that approach.
[00:07:00] **David:** Hmm.
[00:07:01] **Lani Jones:** there's sometimes not that realization there [00:07:05] of, oh, this could actually help me and this can ultimately impact the bottom line as [00:07:10] well.
[00:07:10] **David:** How do you kind of work with them to get to that point of, you know, if you were [00:07:15] more curious then these are the benefits of, curiosity, right.
[00:07:18] **Lani Jones:** And so [00:07:20] it's almost like a scientist of, we put out a hypothesis, like, why [00:07:25] is this culture, this team, this employee, whoever it is [00:07:30] working or not working? And if we did X, Y, or Z, would be the [00:07:35] outcome? Or, if we did see an improvement in productivity [00:07:40] in, just empowering people to have more agency over their jobs, would that [00:07:45] decrease, you know, the CEO's workload? Would things run more efficiently because [00:07:50] maybe the owner has become a bottleneck for this system. And so we use some of those [00:07:55] basic scientific principles of just figuring out, okay, if we, implement a study [00:08:00] here, what
[00:08:00] **David:** Yeah.
[00:08:01] **Lani Jones:** outcome on that?
[00:08:01] **David:** Uh, I love it. I think that's a great approach, especially [00:08:05] for people who are more like process data driven. ' cause then it's not like a, [00:08:10] let's kind of feel and understand why you wanna do this. It's, this is gonna, we're gonna be very [00:08:15] scientific about this. I love that approach.
[00:08:16] When you first got into coaching, right, 'cause [00:08:20] clinical psychology and coaching are similar but different, right there, there's [00:08:25] overlapping areas of interest, but they're, you know, ultimately different. Two questions. [00:08:30] One is, how do you differentiate those two things when do you switch your hats?
[00:08:34] Right? [00:08:35] And then, actually, let's just start there. So how do you differentiate clinical psychology and [00:08:40] coaching?
[00:08:40] **Lani Jones:** So, kind of backing up a little bit how I got to coaching then. I don't think I fully [00:08:45] answered that question for you.
[00:08:46] **David:** Actually, yeah, that's.
[00:08:47] **Lani Jones:** It came out of COVID time, and I know [00:08:50] COVID changed a lot for a lot of people. And, since children were at home, [00:08:55] everyone was under stay at home mandates. Children weren't at school.
[00:08:58] Like, the need for [00:09:00] assessments and evaluations was not there, but the need for therapy had totally gone [00:09:05] through the roof. And so I ended up doing way more therapy than I ever wanted to. [00:09:10] But out of that, just by happenstance, I started working with these entrepreneurs, these [00:09:15] executives, who were trying to lead teams.
[00:09:17] Through a global pandemic. You know, [00:09:20] one of the hardest things about COVID was there was no end point because when you're just in a really [00:09:25] hard season, you can be like, okay, I just gotta get through, I gotta get this project, I gotta hit [00:09:30] this deadline. That makes it manageable. But when it's a total [00:09:35] open-endedness, that's a whole nother layer of hard for
[00:09:38] **David:** Yeah.
[00:09:38] **Lani Jones:** And so I [00:09:40] was working with these leaders and we were talking about leading their teams, or they were going through a [00:09:45] reorg in the office, but a divorce at home or trying to
[00:09:49] **David:** Hmm.
[00:09:49] **Lani Jones:** [00:09:50] be teacher, parent, everything at home while, dealing with all the office and the [00:09:55] business side of things. And
[00:09:56] **David:** Yeah.
[00:09:57] **Lani Jones:** Really came to love working with this [00:10:00] population it let me merge all my psychology skills with the [00:10:05] business side of things, of understanding those demands.
[00:10:07] And, starting my career in corporate [00:10:10] healthcare, knowing there's a ladder to climb and there's KPIs and [00:10:15] all your metrics and the financial aspects of that. And so that's how I [00:10:20] got over into the coaching side because sometimes I'd be like, are we doing therapy or are [00:10:25] we actually doing coaching here?
[00:10:26] Because there is
[00:10:27] **David:** Mm-hmm.
[00:10:27] **Lani Jones:** area on that. And so
[00:10:29] **David:** Yeah.
[00:10:29] **Lani Jones:** under [00:10:30] my coaching heading, I'm very careful to not be a [00:10:35] therapist in that role. All my legal contracts say this is not mental health work and
[00:10:39] **David:** [00:10:40] Mm-hmm.
[00:10:40] **Lani Jones:** replace treatment or anything like that. And sometimes I do have to refer out [00:10:45] clients first and say, okay, actually I think this is more, of a therapy related [00:10:50] question.
[00:10:50] And so. Let's go get some work in that area, come back to me,
[00:10:54] **David:** [00:10:55] Mm-hmm.
[00:10:55] **Lani Jones:** And so I am very clear that it's not treatment of any sort, [00:11:00] but being a psychologist helps me bring all of that people knowledge [00:11:05] into the space. So
[00:11:06] **David:** Okay.
[00:11:06] **Lani Jones:** only working with them and helping them feel back the layers and [00:11:10] gain that awareness, but also understanding their employees, their [00:11:15] leadership teams better. And we can talk both, you know, KPIs in one [00:11:20] sentence and then your marriage and the next. Um, because it's a very holistic approach I [00:11:25] bring to the table of we can't just compartmentalize things like how you're[00:11:30]
[00:11:30] **David:** Yeah.
[00:11:30] **Lani Jones:** in the workplace. Your satisfaction are you happy impacts how you show up at [00:11:35] home and vice versa.
[00:11:36] **David:** Right. 'cause you can't, just coach a person when they're at [00:11:40] work because they have baggage. They can't just compartmentalize or divorce [00:11:45] themselves from what's going on at home could be good or bad, but they bring that into the [00:11:50] office and if, when they bring that into the office, it impacts the way they.
[00:11:53] They do things [00:11:55] right. And so,
[00:11:55] **Lani Jones:** Absolutely.
[00:11:56] **David:** and the work that you do in the office, like working with a [00:12:00] coach, if they're working to get better at different skills or, you know, whatever, when they do learn [00:12:05] those things in the office, they can also take those things back home. And so, you know, [00:12:10] it's, it's a two-way street.
[00:12:11] **Lani Jones:** Absolutely. Yeah.
[00:12:12] **David:** So thank you for, you know, [00:12:15] relaying your history and how you got into coaching. So here's the question that came up into my mind as you're [00:12:20] talking about this is, do you feel like your clinical psychology [00:12:25] background gives you an edge as a coach versus other people who don't have [00:12:30] that background?
[00:12:30] **Lani Jones:** Oh, absolutely. Because it's all about people and really business [00:12:35] is all about people. Regardless of what niche or [00:12:40] industry you're in, like if you have employees, those are people. How are your people [00:12:45] performing for you? You are a person. So how are you showing up as CEO or in the C-suite, [00:12:50] as a director, whatever level you are.
[00:12:52] And so as a psychologist, it [00:12:55] Bri just brings that further understanding of what makes people tick [00:13:00] of
[00:13:00] do I need to get the best out of my employees? Or as you were saying with the two-way [00:13:05] street, like how is that person, how is my client understanding? [00:13:10] What's happening in the home is impacting them in the workplace and vice versa and [00:13:15] such.
[00:13:15] And so I have done some work, with some corporations that have brought me in with their [00:13:20] leadership teams and sometimes they have diagnoses that have been [00:13:25] reported to hr and so they have accommodations like maybe it's anxiety or a [00:13:30] DHD, others don't report. Um, I worked with one exec who had [00:13:35] autism and hadn't reported, obviously she was in the C-suite.
[00:13:38] And so she was [00:13:40] very bright, intelligent, had just a lot of amazing skills, [00:13:45] but communication was a major difficulty of her and, there's pros and [00:13:50] cons to reporting to hr, but
[00:13:52] **David:** Mm-hmm.
[00:13:52] **Lani Jones:** disclosing that to me as my [00:13:55] client, it gave me so much more understanding. I was like, okay, this makes sense [00:14:00] now why there's some
[00:14:01] **David:** Yeah.
[00:14:01] **Lani Jones:** difficulties here and we can absolutely work [00:14:05] with that.
[00:14:05] Or those who have a DHD and there's difficulties [00:14:10] with organization or planning, things like that. And also too, just as a psychologist, [00:14:15] understanding things like anxiety or depression,
[00:14:18] **David:** Mm-hmm.
[00:14:18] **Lani Jones:** that's just part of the [00:14:20] human experience. You go through a
[00:14:21] **David:** Yeah.
[00:14:22] **Lani Jones:** a loss, a major change. Like it doesn't have [00:14:25] to reach what we consider like clinical levels where we're giving you an official [00:14:30] diagnosis, so to speak. But a season like COVID, for example, you could say, man. [00:14:35] All this stress, I'm feeling very depressed. Things like that. So just [00:14:40] understanding, okay, how can we set up a system for you to be successful, for you to [00:14:45] succeed, with you're calling your season you're in.
[00:14:48] **David:** Yeah, that's [00:14:50] so important and so helpful. Um, obviously any experience that you can bring [00:14:55] to your coaching, the more information, the more skills, the more experience you [00:15:00] have, the better you can deliver that service. Right. So I definitely see the [00:15:05] benefits of having that background.
[00:15:06] So like when you first started coaching, what was your first experience? 'cause [00:15:10] you, I mean, switching gears from clinical psychology again into coaching, what was that [00:15:15] experience like for you? Was it, easy transition or did you find yourself like catching yourself?
[00:15:19] Like, [00:15:20] you know, that's too psychology. I gotta switch back into more coaching. How is that for you?
[00:15:24] **Lani Jones:** I think [00:15:25] internally, we'll say just when I was doing the work face-to-face, that [00:15:30] wasn't too difficult to say in that coach mode
[00:15:33] **David:** Mm-hmm.
[00:15:33] **Lani Jones:** [00:15:35] Hadn't, outside the COVID era, I hadn't done a lot of the therapy [00:15:40] therapist was not my primary identity. I was a testing psychologist on the data side of [00:15:45] things, the diagnosing.
[00:15:46] Um, and so. Keeping those [00:15:50] boundaries or being more in that proactive coach phase felt like a natural [00:15:55] fit. One of the other pieces of that transition was just under the coach umbrella. I had [00:16:00] way more flexibility in how I showed up for my clients in a way that felt way more [00:16:05] relational to me. Because under therapy it was like, okay, I already saw you for your [00:16:10] 45 minute session.
[00:16:11] Insurance says, I'll see you next week, but your life just blew up. [00:16:15] Whereas with my clients, it's like, okay, we were working through a certain problem. We had a game plan, [00:16:20] didn't go well, hey, no problem. Let's hop on a quick call. Let's problem solve right now in the [00:16:25] moment and then we'll jump on another call next week, or, you know, things like that.
[00:16:29] So it gave me a [00:16:30] lot more flexibility of really coming alongside people. more kind of [00:16:35] proactive hands-on when we were problem solving in the data [00:16:40] mode,
[00:16:40] **David:** yeah.
[00:16:40] **Lani Jones:** and such, but externally, one of the things I was [00:16:45] continually reminded of is how slow our identity is to shape for [00:16:50] others. And so even probably just over a year into this, like I [00:16:55] was still getting referrals from other professionals for like autism [00:17:00] evals for four year olds.
[00:17:01] And these are people who, you know, face to face I had said, Hey, [00:17:05] here's what I'm doing now, not doing any more evaluations. My physical practice [00:17:10] location has been closed now for nearly a year and a half. But those around me, yeah, [00:17:15] I wasn't just the go-to for the 4-year-old with autism anymore and so was reminded how [00:17:20] slow that is to shift for others.
[00:17:21] **David:** So for you, how did you help people [00:17:25] to recognize or remember that you, you're no longer Dr. Lonnie Jones, [00:17:30] clinical psychologist, but Dr. Lonnie Jones, executive coach. How do you help people to [00:17:35] remember that now?
[00:17:35] **Lani Jones:** Well, if we look at a lot of that research, to even have a touch point, [00:17:40] a trust, a development of a relationship, seven to eight times is about the average, [00:17:45] depending on what area we're looking at. And so really that was just a reps game of just
[00:17:49] **David:** Mm-hmm.[00:17:50]
[00:17:50] **Lani Jones:** consistently putting out, reminding, saying, Hey, thanks for the referral. [00:17:55] Really appreciate it. Here's what I'm doing now. Here's my new heading, here's my new [00:18:00] label. All of that type of thing.
[00:18:01] **David:** Your business as a clinical psychologist, were you [00:18:05] doing that as a, like a solo, like you had your own practice or were you doing that part of a, a group or [00:18:10] organization?
[00:18:10] **Lani Jones:** So once I left the hospital, I was working as an independent contractor [00:18:15] for a couple years with different clinics, doing evaluations for them, and then decided [00:18:20] it was time to set up my own practice. So I had my own private practice.
[00:18:24] **David:** [00:18:25] So then, ' cause most of the coaches who kind of come into that, the coaching space, they're generally [00:18:30] coming from corporate backgrounds or they've been working for other organizations. And so when they [00:18:35] jump into coaching, they're usually jumping in as a solopreneur, right? A solo coach. And [00:18:40] so they have to learn all of those things.
[00:18:42] But you kind of had an advantage because you had already been [00:18:45] doing that, right?
[00:18:46] **Lani Jones:** Yeah, I had the basic business model set up. I didn't [00:18:50] have to, you know, worry about establishing S corp or tax codes or things like [00:18:55] that. I already had my admin, who transitioned with me and so had [00:19:00] already yeah, done some of the basic foundational work so.
[00:19:03] **David:** So that part of the [00:19:05] transition wouldn't have been a challenge. What Were there any challenges that came up as you were going, [00:19:10] besides the whole identity thing where people kind of didn't really recognize that you were [00:19:15] shifting? What other challenges did like came up for you in the beginning?
[00:19:19] **Lani Jones:** I [00:19:20] think it all tied to that identity marketing piece,
[00:19:23] **David:** okay.
[00:19:23] **Lani Jones:** also figuring out [00:19:25] how do I differentiate myself? Because under my psychologist heading, it was so [00:19:30] specific, so clear, I knew what I did and I didn't do. And coach is an [00:19:35] unregulated term, like for better or for worse. And it's become the trendy lingo of [00:19:40] the moment.
[00:19:40] And so figuring out, how do I differentiate myself with my [00:19:45] skillset as a psychologist, really I kind of became a minnow in the ocean. And so I'd say that [00:19:50] was one of the biggest challenges of how do I clearly communicate what I do so [00:19:55] that others can stand it? How do I take my expertise and [00:20:00] package it, you know, in a social media platform or whatever that looks [00:20:05] like. And so that just. piece [00:20:10] of helping others understand what I do was, yeah, had been the most, one of the biggest [00:20:15] challenges, I'd say in the beginning.
[00:20:16] **David:** I'm just thinking about it. 'cause you, you transitioned from being [00:20:20] clinical psychologist to running, to being a coach. So, and like. More business terms. [00:20:25] It's, you're basically just you shifted your brand from like being about, you know, building [00:20:30] houses to, I don't know, like planting trees, uh, something like, it's very, it's similar but [00:20:35] different.
[00:20:35] Right. So that, that's one challenge, right? Because everyone knew you as that. So as [00:20:40] you're talking about the whole value proposition and, and the language and being a minnow in the [00:20:45] ocean, do you feel like you kind of, ' cause you started during COVID, so that was about three, [00:20:50] four years ago.
[00:20:50] **Lani Jones:** With the coaching transition, I started [00:20:55] summer of 24.
[00:20:56] I'm just coming up at about a year and a half in, yeah.
[00:20:59] **David:** Right. [00:21:00] So now, okay. Year and a half in, how do you feel about your messaging and your, the [00:21:05] way you are, you're kind of showing up on, on social media or through whatever marketing platforms [00:21:10] you're, you're using. Do you feel like you've, you've figured that out or are you still working through that?
[00:21:14] **Lani Jones:** Still working [00:21:15] through that? I'd say after year one, kind of reassessing where I [00:21:20] was, what I was involved with, different avenues I had, I've really, one of my [00:21:25] main priorities was to get rid of some of the distractions because there's a lot of [00:21:30] noise out there and everyone has an opinion on how you should do something.
[00:21:34] What [00:21:35] this wording's amazing. It's credible, it's perfect. Oh, this wording [00:21:40] is absolutely terrible. No one's gonna relate to that. Like you shouldn't use it. And so [00:21:45] I was looking to all these people who were supposed to be the experts, you know. It [00:21:50] kind of comes down to everyone's got an opinion in their 2 cents.
[00:21:53] And so I was trying
[00:21:54] **David:** Right.[00:21:55]
[00:21:55] **Lani Jones:** and it felt like I was throwing spaghetti at the wall. And so finally [00:22:00] starting year two had to be like, okay, I, I really need to cut out some of the noise and [00:22:05] stick with a clear path. Trust myself on this. Yes, I've listened to [00:22:10] mentors, things like that. Really the second year then have tried [00:22:15] to parse down, have a lot more clarity, and not get so distracted [00:22:20] about, you know, people think it's great or terrible, the wording. But I did shift [00:22:25] then in that year one, so I established that HBO advisory group. I still have [00:22:30] Joan's behavioral group, which is the clinical side of things too. So started that [00:22:35] rebranding or extra brand process, I guess
[00:22:38] **David:** Okay.
[00:22:38] **Lani Jones:** And so,
[00:22:39] **David:** [00:22:40] Yeah.
[00:22:40] **Lani Jones:** helped provide more clarity, communicate, um, and such.
[00:22:45] **David:** Yeah. I think that's probably one of the hardest things that people deal with, right? There's [00:22:50] so much information now, from people who have admittedly done really well, right? You [00:22:55] go to them because they're, they've done it, right? You've got that, you've got everybody else who's trying to do [00:23:00] social media and to, to try to grow their own brand and business, and they're, also successful in their [00:23:05] ways, right?
[00:23:05] And then you also have AI and all this other stuff that's coming out, right? Getting the [00:23:10] information or learning, right? The difficulty is trying to find your [00:23:15] voice and understanding like, and, and finding clarity in, the [00:23:20] language. And it's interesting.
[00:23:21] I had a, so this morning in my call I was talking with, Tammy Reese, [00:23:25] she's a former product manager, and then she became a coach, and now she's, moving into a [00:23:30] next step in her, evolution as a coach. But we were talking about this, like, how [00:23:35] do you come up with your value proposition and how do you think about your branding?
[00:23:38] And [00:23:40] she, she built her website. She came, she had a corporate background, so it was very, her website, like [00:23:45] first website was very corporate, very professional, but very corporate, right? Which is like the [00:23:50] blues, the grays, you know, very standard. And one of the groups that she was a part of, they're like, let's look at your website.
[00:23:54] [00:23:55] And so they all looked at her website and they're like, this is a good, good looking website, but this doesn't look like [00:24:00] you. Because she's a very bright, verbose, loud, extroverted [00:24:05] person. And so there was like this disconnect, right from what her [00:24:10] website looked like and the brand she was trying to push out and who she was in real life.
[00:24:14] And [00:24:15] everybody was just saying, you need to change this. You need to make this you. Why I [00:24:20] bring this up is because like finding your voice and like, it really isn't about like, is it this [00:24:25] word or that word? It's finding the words that fit you that like, [00:24:30] that you are comfortable with because everyone's got an opinion, but it doesn't like.
[00:24:34] When it comes to [00:24:35] like, the work that you're doing with coaching and looking, when you're coming to clients, you wanna find people who are gonna resonate [00:24:40] with the words that you are speaking or writing and communicating with them. Because [00:24:45] even the language that you use, certain people will resonate and some certain people won't.
[00:24:49] [00:24:50] And that's fine. ' You don't need everybody. Like if you have everybody, great, but you know, [00:24:55] you're as a coach, how many people are you trying to coach in a year? That's not hundreds of thousands of [00:25:00] people. I would probably say most coaches aren't even trying to coach a hundred people a year.
[00:25:04] I think, [00:25:05] you know, if you're gonna do like a one year engagement, you're looking for 10 to 20 clients a year, right? [00:25:10] And so you need to write the language that's gonna match those [00:25:15] 2020 people. Obviously you want to try to get more people in, but.
[00:25:18] You get what I mean? Like for [00:25:20] us and for our voice, and then let our website filter out the [00:25:25] people who don't connect with us.
[00:25:26] And that's okay, because then you don't have to waste time talking [00:25:30] to them. 'cause they're gonna just, they'll just go somewhere else. But the people who book with you to have a [00:25:35] call, they're gonna have a call because something about the way you presented yourself, the way you wrote your [00:25:40] landing page copy connected with them so that they would want to have a call with you.
[00:25:43] Right? And so I think [00:25:45] that's what's important is like looking and understanding what is everybody doing? what are the principles? [00:25:50] Understand the principles, and then find your voice.
[00:25:53] **Lani Jones:** Absolutely. Yeah.
[00:25:53] **David:** Hopefully that's [00:25:55] helpful. I've also like, for me and the clients I work with as well, like finding that voice is [00:26:00] hard.
[00:26:00] Like finding your value proposition is hard and like it's okay to go through the [00:26:05] iterations and to try, you know, one version of your website and then, ab test [00:26:10] that with another version of your website. Like, be scientific with it, right? Be curious, see what [00:26:15] people relate with, what feels like you, but maybe you want to, try different words and that's okay.
[00:26:19] Right? [00:26:20] But trying, putting it out there and trying is what's important.
[00:26:23] **Lani Jones:** Yeah, so I think right now my [00:26:25] website reflects my verbiage and what feels good to me and what resonates [00:26:30] with me. So I haven't been messing with that in year two. So.
[00:26:33] **David:** As you're coaching [00:26:35] now, are you working with your own coach as well?
[00:26:37] **Lani Jones:** Not at the present moment [00:26:40] technically. But yeah, I've
[00:26:41] **David:** Yeah.
[00:26:41] **Lani Jones:** even when I started my private practice, I sought out a business [00:26:45] coach who was specific to testing psychologists and private practice owners. So [00:26:50] that was very specific niche. And he was amazing and helping [00:26:55] get me started and just understanding the workings of that. And then in my first year here [00:27:00] too, just to prepare for scaling and hires and a roadmap of like, [00:27:05] ultimately where I wanted to go. I worked with another business coach too. So yeah, I am [00:27:10] one who absolutely. Whatever season you're in, no matter how seasons you [00:27:15] are or how new you are. I think mentors, coaches, what, [00:27:20] whatever you call them, um, are really critical to success and not going at [00:27:25] it alone and learning from others and, seeking out wisdom and expertise.
[00:27:29] [00:27:30] And, I'm definitely at the place of, wow, if I can hire someone who has the expertise I [00:27:35] need, I'd rather just do that than try and, you know, take my time and figure it out on my [00:27:40] own. Because I know my expertise, I know my lane. And so things like sales, marketing [00:27:45] webpage. Not my skillset, not my cup of tea. And so I am very much, [00:27:50] I encourage anyone, like, find your person, find a group, whatever that looks like. [00:27:55] It's obviously not a cookie cutter approach. But we all need those people to help lead us [00:28:00] and guide us.
[00:28:00] **David:** It's just, it's interesting 'cause the more coaches I talk to, the more, [00:28:05] 'cause I never really thought about it either, but I, I realized as I've been having these conversations is [00:28:10] that a lot of coaches have their own coaches because you can't coach yourself,
[00:28:14] [00:28:15] right. As good as you are.
[00:28:16] You can't hold the mirror up to your own face and be like, okay, hi, I've [00:28:20] got this problem. Let me fix myself. It, doesn't really work that way. Do you find [00:28:25] that the work you're doing now as a coach, do you think that's more rewarding than what you were doing [00:28:30] previously?
[00:28:30] **Lani Jones:** I wouldn't say more rewarding. They're just. They're different. Because in my [00:28:35] clinical work, I was working with some of the most complex children in the [00:28:40] hospital and, to get family clarity to, give them a diagnosis that [00:28:45] gave them a path forward or open up the door to resources or help them [00:28:50] understand their child better.
[00:28:51] Like that wa that was very rewarding work and [00:28:55] hard work in a different way, of really meeting people sometimes on their worst days or most [00:29:00] stressful days. And so new challenges and it looks very differently, but it's [00:29:05] very rewarding when I can work with, an exec or even a founder with, you [00:29:10] know, five people on their team that really, as a business owner, a business [00:29:15] leader, they have a responsibility for other people's lives, you know, and, impacts [00:29:20] how. They're showing up for their own families and such. And so, I had really [00:29:25] come as a business owner myself, come to love business and what [00:29:30] it can do outside of just like, here's a practical income stream. You know, we all [00:29:35] need an income stream, but just a way that allows you to use your time, your [00:29:40] resources, that bigger picture of what is my impact, what does [00:29:45] that look like, how does it impact, my inner sphere of family, loved ones [00:29:50] and such too.
[00:29:51] And so helping people take that bigger picture [00:29:55] of moving just beyond conventional success into a legacy, into [00:30:00] impact, um, is also incredibly rewarding too.
[00:30:02]
[00:30:29] **David:** I love the [00:30:30] response and I'm just thinking like it was kind of a. Well, I don't wanna say it's a stupid question, but it [00:30:35] was, obviously the work you did was rewarding, previously.
[00:30:37] **Lani Jones:** Not a stupid question, just a difference. [00:30:40] There was just a difference in the two,
[00:30:41] **David:** yeah. So I'm curious to know [00:30:45] right now as you're coaching more people post pandemic, right. What do you [00:30:50] find are some of the biggest problems that they're facing, today, like post pandemic [00:30:55] problems?
[00:30:55] **Lani Jones:** I'd say. Leadership, team development or knowing how [00:31:00] to, develop their employees well. There's a lot of
[00:31:03] **David:** I.
[00:31:03] **Lani Jones:** school. [00:31:05] Pieces in place, like the yearly evaluation. You know, you sit down with your [00:31:10] boss, you might have even filled out a form on yourself or on them, and you go through [00:31:15] it a one time. Evaluations is one of the areas I nerd out on going back to this data [00:31:20] piece that I love data and I think coming out of a [00:31:25] clinical. Realm in a doctorate that was so, heavy on the [00:31:30] evaluation side of things, that it's done so poorly that I love when [00:31:35] I can work with a team and show them, hey, evaluations don't [00:31:40] have to be cringe worthy.
[00:31:41] It doesn't have to be something we dread. Actually, it can be a [00:31:45] really critical piece of building your team. And when you create a culture [00:31:50] where feedback is just a growth opportunity, like that's a good [00:31:55] thing. And so I love talking about how we can use evaluations to actually shape that culture [00:32:00] to get the most out of your employees and such.
[00:32:03] **David:** Let's quickly talk about [00:32:05] feedback being a growth opportunity, because I think that's a great way [00:32:10] to look at, you know, evaluations, right? We naturally have a [00:32:15] negative connotation to test taking, being evaluated. But how do you help [00:32:20] people to recognize this as a growth opportunity?
[00:32:22] **Lani Jones:** So going to [00:32:25] that yearly evaluation, one of the first points is if someone is hearing [00:32:30] that information for the first time, whatever's contained in that feedback, the evaluation, [00:32:35] way too late. And so there should be no surprises in a yearly [00:32:40] evaluation. And so the best feedback is immediate or as close to [00:32:45] the time of the event as you can get it.
[00:32:47] Because yeah, sometimes you're in the midst of working [00:32:50] with a customer. Totally not appropriate to call out an employee in front of them. But [00:32:55] at the end of the day, if you can pull 'em aside for even a two minute conversation, [00:33:00] that's great. And so looking at it as, okay, I'm not getting fired [00:33:05] because I made a mistake, because that depending on the culture that's been. Created. [00:33:10] That can be the fear of, oh my gosh, any feedback it's gonna be negative. I'm at the [00:33:15] risk of getting fired. I've totally failed. Whereas if we create a [00:33:20] space of, actually, I want you to fail because if you aren't failing, like you [00:33:25] aren't really growing, and so I want you to take on more autonomy. I really [00:33:30] work with initially the leaders of, okay, the tone you think you're [00:33:35] creating? What's the tone you did create? And
[00:33:37] **David:** Yeah.
[00:33:38] **Lani Jones:** are your expectations? [00:33:40] Because then that trickles down to how they're interacting with their [00:33:45] employees, with their team and such. And so. To all levels, [00:33:50] peer-to-peer, upper, lower, up and down the ladder. We look at, okay, how can we give [00:33:55] more immediate feedback? And what are some consistent, like rules [00:34:00] of engagement? What are the standards, the values we have? And [00:34:05] so when someone's not meeting them, they can get called out in an inappropriate way, of [00:34:10] course.
[00:34:10] **David:** But the question I wanted to follow up with is, as you help people to [00:34:15] recognize the benefits of doing feedback, earlier, right? What are the changes? What's [00:34:20] the before and after picture?
[00:34:21] **Lani Jones:** Usually there's a culture that. [00:34:25] Promotes growth, it promotes creativity. It promotes [00:34:30] where needed. We get rid of bottlenecks because if a culture [00:34:35] is, has been created where. I am living in fear of, I make a mistake, my [00:34:40] job's in jeopardy, like I'm running everything through my boss. There's bottlenecks [00:34:45] because of that, people don't have the the [00:34:50] freedom to actually go do their jobs and do it well and fail along the way. And so [00:34:55] oftentimes it's more efficiency, especially from the bosses, that they aren't getting tied [00:35:00] down, having all their reports, checking in with them all the time, so they're [00:35:05] more freed up to do their work. It can also spawn more creativity 'cause people are in a [00:35:10] fear state and this fear state, like it can be very minimal.
[00:35:14] It can be [00:35:15] one of those unwritten rules that people are operating from and really aren't aware of, [00:35:20] that it's actually stifling creativity or even problem solving. And so some [00:35:25] people might hear creativity and just think. Oh, that's an artsy word or something, but even [00:35:30] whatever industry you're in or niche or manufacturing, like you need [00:35:35] creativity to solve problems.
[00:35:36] And so you wanna promote that thinking of, okay, [00:35:40] someone comes to you and they're thinking outside of the box because they aren't in fear [00:35:45] of, oh, I have to be within the, these tiny guardrails or my job's in [00:35:50] jeopardy. And so yeah, creativity, efficiency, overall, more [00:35:55] positive atmosphere.
[00:35:56] **David:** So I'm hearing a lot of pluses to that.
[00:35:58] I mean, and it makes [00:36:00] sense being able to do that feedback loop earlier because now you [00:36:05] give them time to iterate on themselves, to adjust what they're doing, the way that [00:36:10] they're, showing up in the workplace instead of just at the end of the year and it's already too late.
[00:36:15] **Lani Jones:** Mm-hmm.
[00:36:15] **David:** been great if you told me. ' I just kept doing the same thing over and over again. Right. That doesn't help [00:36:20] anybody. It's funny to me because it seems so obvious, but then I think people [00:36:25] get stuck in the patterns without realizing why do we continue [00:36:30] living in these cycles?
[00:36:31] Right. And instead of breaking the cycle and because it's not that difficult [00:36:35] of a change to make. But sometimes we're not curious. We don't think to question [00:36:40] why do we do it this way? Or, so for you, when you're coaching, do you use any [00:36:45] specific practices or methodologies? Or do you kind of just [00:36:50] lean back into your, psychology background?
[00:36:52] **Lani Jones:** So obviously I bring a lot of the psych [00:36:55] to it of understanding people. Right now I have two avenues. One is the more traditional, [00:37:00] the one-to-one coaching, and then the second avenue is actually working with the businesses, leadership teams, [00:37:05] doing workshops, trainings, things like that. so depending on, their [00:37:10] presenting concern, if this is like a one-to-one, I do have my final [00:37:15] 1% framework and that is really, about those individuals who. Are [00:37:20] coming and they're generally mid-career professionals, at least they've had some level of [00:37:25] success and they're kind of asking what's next? Like, I have financial [00:37:30] options, I have job options. I could do this. I could not do this. And. They had [00:37:35] got to the point and they're just like, is this it? And so I really found that was a key [00:37:40] theme out of the entrepreneurs and execs I was working with, of how [00:37:45] do they do that final 1%, how do they go to that next level and start [00:37:50] talking legacy and impact? And so that's one of the avenues I have. [00:37:55] But then sometimes they come and they're like, I need to develop my leadership. [00:38:00] And so yeah, I have different frameworks that I've developed out of my work from [00:38:05] the coaching of helping them get very clear, very concrete, [00:38:10] we'll lead them step by step, you know, have plug and play systems, to help them work through [00:38:15] whatever the presenting issue is.
[00:38:16] **David:** Your final 1%. 'cause it sounds very interesting. [00:38:20] What's the, like the 32nd elevator pitch for going, taking somebody through that [00:38:25] process?
[00:38:25] **Lani Jones:** So in order to transform your success into lasting legacy and to be an [00:38:30] architect of that legacy, you have to have clarity on where you're going and why you're going [00:38:35] there. And so we get really clear on your values, what's driving [00:38:40] you, your mission, what's important to you, and also on your vision, where are you [00:38:45] ultimately going? Because then that influences all of your decisions, [00:38:50] both personally and professionally, while also reducing decision [00:38:55] making fatigue because you know where you're going and why you're going there
[00:38:58] **David:** I was smiling 'cause [00:39:00] I was just thinking, have you gone through this for yourself
[00:39:03] **Lani Jones:** in terms of like having [00:39:05] my mission and my vision and things like that.
[00:39:07] **David:** Yeah. That clarity. Yeah.
[00:39:08] **Lani Jones:** Yes. So this is [00:39:10] where I, I did a two day focus lab, with a mentor and coach. And [00:39:15] so I have a very clear 2035 vision. For me it just made sense to do a decade [00:39:20] out. 'cause some people are like, whoa, that, that feels a little too intimidating. But just, I [00:39:25] did it about a year ago now. And so was still in this new season had [00:39:30] someone walk me through all of those different points of getting really [00:39:35] clear on what I wanted, what was important, what I valued, and [00:39:40] so. Using a different system, for my people, some of the same things to the [00:39:45] principles, because I think mission, vision and values, they kind of get a bad rap now because they've [00:39:50] come like trendy lingo. Someone shows up and leads you, you know, through it in the [00:39:55] workplace and you're like, oh yeah, this is great. We're all on board. And you might even buy like the [00:40:00] fancy sign, you know, for your lobby and put them up there. But then three months later [00:40:05] everyone's forgotten about them. You aren't actually operating from them. But it's just a [00:40:10] point of clarity, that gets you laser focused on what you're doing and why you're [00:40:15] building where you're going. And so that's just one of the tools we use for [00:40:20] that
[00:40:20] **David:** Why do you think people like, you put up the sign and then people forget [00:40:25] about it, right? Why do you think that happens?
[00:40:27] **Lani Jones:** because oftentimes it's just [00:40:30] someone comes in. And you say or do all the right things or [00:40:35] you know, even you do a self-assessment and a team training and you [00:40:40] get all your information. a one and done doesn't actually change [00:40:45] culture. so when I work with companies, there is very [00:40:50] strategic follow up afterwards because I don't want to just be the person who [00:40:55] you're like, oh yeah, that was really great, or. Yeah, like you just remember the warm [00:41:00] buzzies of the day, but it
[00:41:01] **David:** Yeah.
[00:41:02] **Lani Jones:** create change. And so [00:41:05] we've gotta come up with a system to put in place to actually then cultivate [00:41:10] that change. Or it could be, one of the first activities I love to do with a [00:41:15] team is I give them all an index card and I say, okay, write down the mission of the [00:41:20] business because it is so telling, like, I'm like, don't look at your neighbor's card.
[00:41:24] You know, [00:41:25] pretend you're in elementary school eyes on your own paper. And people sometimes come out with [00:41:30] things seemingly outta left field for like whoever the team lead is, or the [00:41:35] CEO, or they're like, you thought we were doing this? You thought that was a priority. And so [00:41:40] that really gives a lot of information about the culture that's been created. And [00:41:45] so if they aren't on board, because we come up with a list of values, they might be like. [00:41:50] I would've never guessed that was a value of this business. And so we have to [00:41:55] plan then a system in place to actually make sure those things are [00:42:00] sustainable and working and shift culture as we need to.
[00:42:03] **David:** Just as an aside [00:42:05] to that point of talking about that, like what are the company's values? Most [00:42:10] companies have this, like the top level leadership. They help, they have their communication. They're [00:42:15] very well aligned most of the time. And they think everybody else is aligned.
[00:42:18] But rarely is that case [00:42:20] because information that's in the boardroom doesn't often get filtered down well [00:42:25] through the company. And, you know, it's an interesting issue that [00:42:30] often occurs in organizations. The question I had for you, so you build in the systems [00:42:35] to, review and make sure you're kind of aligned and moving towards your goal.
[00:42:38] You do that with [00:42:40] organizations how do you do that with yourself?
[00:42:42] **Lani Jones:** So I have like my mission statement readily [00:42:45] available. I'd say probably weekly. I'm reviewing it, quarterly. I'm [00:42:50] always doing a deep dive, because it's so easy in your day-to-day of [00:42:55] you're in the grind, you're hitting certain data points or whatnot, and all of a [00:43:00] sudden you just start veering. You know the old adage of the ship that you [00:43:05] change just one point and you end up in a totally different place. And so [00:43:10] making sure yes, for myself and for my clients, like we've got those. [00:43:15] We've got those checkpoints because if we start drifting off, okay, we wanna bring [00:43:20] ourselves back to the point. And so definitely having those check-ins, and I'm a totally [00:43:25] visual person. Like I need all the sticky notes and the colors and the sharpies and things like that [00:43:30] too. And so I have my systems in place. Then kind of my guardrails [00:43:35] I've put on to keep me, on the path.
[00:43:37] **David:** Do you just put that in your calendar so you don't have to [00:43:40] even think about it? Like block out that time? Or do you just say, okay, once a week I'm gonna do [00:43:45] this, or every quarter I'm gonna do this?
[00:43:46] **Lani Jones:** So some is on my electronic calendar [00:43:50] 'cause everything is there. But I am also very old school, paper and pencil when it [00:43:55] kind of comes to like a daily agenda, so to speak.
[00:43:58] **David:** Mm-hmm.
[00:43:59] **Lani Jones:** have, a [00:44:00] structure of how I start my day in the morning, what I write out, what my plan [00:44:05] is, things for that. And so some of it's contained in that and some of it's on the, [00:44:10] digital calendar.
[00:44:11] **David:** Yeah. ' I was curious because especially for like solos, it's [00:44:15] very easy to, get caught up in, in the service delivery or the, I just need to make the business [00:44:20] work. Like, I find it for myself too, unless I put it in my calendar, like [00:44:25] intentionally set that time apart, that I just won't happen.
[00:44:28] Right. Or even if, it [00:44:30] is in the calendar, and again, if you get really busy, you can reschedule it obviously. But stuff always [00:44:35] happens. But it's easier to. Forget to do it when it's not scheduled in your [00:44:40] calendar.
[00:44:40] So talking about your business as a coach, we kind of [00:44:45] talked about a little bit, you know, being a minnow in the ocean versus your clinical, work. What are [00:44:50] the other, challenges that have kind of come up in your business as a coach now?
[00:44:54] **Lani Jones:** I think [00:44:55] beyond just communicating what I do and how to, do it is [00:45:00] also understanding, the expanse of what I can do too, because [00:45:05] it's holding that tension when you get your elevator pitch or your [00:45:10] marketing or whatnot of saying, okay, I do this one problem. And then you get the [00:45:15] fear of, oh, if I tell them I only solve this one problem and I can actually help them [00:45:20] with another holding that tension of, yes, you aren't for everyone and you [00:45:25] can't do everything, but yet how do you communicate the scope of what you can [00:45:30] do?
[00:45:30] **David:** How do you manage the tension of that right being. It's focused on your service [00:45:35] delivery, but also, you know, offering them the, side menu, right?
[00:45:39] **Lani Jones:** So [00:45:40] with all of my clients, I start with, I offer all of them a [00:45:45] complimentary advising session. just my touchpoint with them because one, I wanna make [00:45:50] sure I'm a good fit for you. Um,
[00:45:51] **David:** Mm-hmm.
[00:45:52] **Lani Jones:** just a skill level. Like if we're [00:45:55] working one-to-one long-term, I wanna make sure that we're a good [00:46:00] personality fit, that we're aligned on where we're going.
[00:46:03] And so I [00:46:05] give that to everyone just to spend time with them, to better understand them, [00:46:10] to so they can ask any questions of me. Because if I'm not the best fit for you, then [00:46:15] I wanna. At least give you the next steps of, Hey, I'm not the best coach, [00:46:20] but I have someone who has more expertise than me in this area, so let me hand you[00:46:25]
[00:46:25] **David:** Yeah.
[00:46:25] **Lani Jones:** Or Here's a resource for that. And so, yeah, I don't wanna take someone [00:46:30] on just because they're willing to work with me. I really wanna make sure that I am the best person [00:46:35] for that. And so in that conversation then we can really start peeling back the layers [00:46:40] and figuring out, is this where you need to be?
[00:46:42] Is this what your team actually [00:46:45] needs?
[00:46:45] **David:** Mm-hmm.
[00:46:46] **Lani Jones:** of thing.
[00:46:46] **David:** Yeah. and I love that because right, you, again, this is [00:46:50] really about working with the right people who, match with you, not just working with everybody [00:46:55] and often. You know, working with the wrong person can be [00:47:00] even just more draining and more difficult long term. Right. Or you, how do you get the right [00:47:05] people to find you?
[00:47:06] **Lani Jones:** Thus far it's been word of mouth. And so I have [00:47:10] just decided I'm not gonna play the algorithm games on social media, and [00:47:15] so
[00:47:15] **David:** Sure.
[00:47:15] **Lani Jones:** LinkedIn and Instagram. Those are my two areas people can connect with [00:47:20] me on there. Um, but just through introductions, um, other [00:47:25] professionals saying, Hey, you really need to meet Lanny. I think she could help you out. And so that's been [00:47:30] my biggest referral, base at the moment.
[00:47:32] **David:** So obviously like getting referrals coming [00:47:35] in is, great. But a lot of coaches, they talk to me about that and it's like the [00:47:40] feast or famine, it comes in waves and there's a little bit of an anxiety with that. Right. [00:47:45] So do you find that you, your, your network is big enough, like the referral engine [00:47:50] is, working well so that you don't have that problem?
[00:47:53] Or is that something that [00:47:55] you think about? Like is it kind of in the back of your head?
[00:47:57] **Lani Jones:** So definitely being so early on, [00:48:00] I felt like that first year was just rebuilding almost out a new network. And networking [00:48:05] takes
[00:48:05] **David:** Right.
[00:48:05] **Lani Jones:** and relationships, and so I see it as I'm still very much in those [00:48:10] early stages of doing that. For me, I also have done a lot of [00:48:15] speaking under my psych hat and, was in a really good spot where [00:48:20] people were just seeking me out and I didn't have to seek them out.
[00:48:23] And so now [00:48:25] transitioning, that's one of my main goals for 26 because I enjoy [00:48:30] speaking, I enjoy meeting people face to face. And so that's usually one of my [00:48:35] big lead generators is through speaking. And so once again, kind of going back to [00:48:40] the basic marketing, how did I clear out the distractions of noise of going [00:48:45] to, okay, what are my strengths? And for me it's a one-to-one, [00:48:50] it's a speaking, it's a very relational in person versus [00:48:55] trying to be on social media or, you know, make a 32nd clip [00:49:00] or a video or something like that. And so this speaking, being more intentional of seeking out [00:49:05] some additional opportunities, is definitely one of my priorities for the upcoming year.
[00:49:09] **David:** Okay. And [00:49:10] I think that's a great idea, right? Obviously, so referrals is great because you're getting built-in [00:49:15] networks that are referring you. And so that trust and credibility from that referral, is kind of [00:49:20] transferred to you, right? And so then there's a very high likelihood that they're gonna book [00:49:25] with you to work with you. But speaking engagements, right? So I talk about like that whole marketing [00:49:30] piece as visibility, and creating relationships, right? Because one, a lot of coaches just don't [00:49:35] like the whole marketing game. They don't,
[00:49:36] **Lani Jones:** Yeah.
[00:49:37] **David:** right? But you know, when, when you talk about it as [00:49:40] visibilities, people need to know, you know, that you exist and know that you're doing what you're doing.
[00:49:44] And [00:49:45] so you kind of. You have to go out and talk about it. If you just stay home and never talk to anybody [00:49:50] about it, no one's coming to you to for work. Right? So I love that you're doing speaking. A lot of people [00:49:55] I've talked to have said, you know, go out, do like the networking, go to the local, [00:50:00] like BNI, local business groups, right? But also like calling [00:50:05] old friends or colleagues or other people that you've interacted with and just being, Hey, how are you [00:50:10] doing? You know, I actually started coaching, you know, what are you up to? Just kind of interacting with [00:50:15] them and just letting them be aware. 'cause then they're like, oh, that's interesting.
[00:50:19] And then [00:50:20] maybe it's six months or a year, or, you know, maybe the next week they're like, actually, [00:50:25] I think this person could really use your help. Right? But you know, the more visibility you create, the more [00:50:30] opportunities you, you also give yourself, but yeah, speaking is a really great one. Generally, when you've done [00:50:35] speaking, have you also had like a, some way for them to get in contact with you outside of [00:50:40] just email, or was it just, just email me or sign up through the website.
[00:50:43] **Lani Jones:** So usually like [00:50:45] if I have a slide deck, I do a QR code on that and then I put it on every single [00:50:50] slide. So that way throughout the presentation, I just start off and tell 'em, Hey, you don't have [00:50:55] to take any notes if you don't want, like, I'm happy to share my slide deck with you. And so [00:51:00] that gets them in on my email list.
[00:51:02] And then from there, it's a warm drip. I [00:51:05] offer them like the complimentary advising session. And so I'm building up that [00:51:10] relationship
[00:51:10] **David:** so you, yeah. So you were hiding that part right. Of you, you get the QR code, you get them [00:51:15] to give you their email, and then you, you have the warm drip, right. Email them and build the [00:51:20] relationship. How long does that drip go out? Is it like a, four week, is [00:51:25] it just like perpetuity, like a newsletter that you have?
[00:51:27] **Lani Jones:** The initial drip, if they [00:51:30] scan a QR code at a specific event is like a month. And then, they'll [00:51:35] be getting my newsletter, which is weekly, and any other, information I'm putting out from [00:51:40] there.
[00:51:40] **David:** Okay, wonderful. That's a great way to do it, right? Because that keeps them warm in your [00:51:45] database. And then again, when they're ready, which may be tomorrow or two years [00:51:50] from now, they're gonna remember you. Right. Before we wrap up, [00:51:55] I'd love to ask, these two questions. The first one is what have you learned about [00:52:00] yourself as you've kind of gone through this process of becoming a coach?
[00:52:04] **Lani Jones:** I think [00:52:05] coaching is kind of like, or being an entrepreneur, we'll go with entrepreneur too, is just, [00:52:10] it shows your strengths, your weaknesses. It shows your [00:52:15] triggers, your ingrained belief systems. And so if you look [00:52:20] at a lot of entrepreneurs who have accomplished a lot, yeah, they're like, this is actually a [00:52:25] self-discovery journey.
[00:52:26] This is a personal development journey. This isn't [00:52:30] really about the business. And so I think that's very true, because you can't hide [00:52:35] from those weaknesses or they become so glaring or also ingrained [00:52:40] beliefs like, oh, my definition of successes, I have to do it on my own, or I can't [00:52:45] ask for help. Because oftentimes. Especially as a coach, it feels like a solo [00:52:50] journey. Because especially if you're working from home now too, if you're like virtual, if [00:52:55] you don't have your team on the ground with you each day, but challenges you [00:53:00] of, okay, how are you building your relationships? How are you building your network? [00:53:05] You asking for help when you need to ask for help? And so yes, it, it [00:53:10] challenges a lot of those beliefs of what does success look like too, and is that [00:53:15] solely based on a number or, is that based on a team size [00:53:20] impact? How are you measuring that?
[00:53:21] **David:** And the last question I wanted to ask is, what's [00:53:25] one piece of advice that you'd give someone who's just beginning their coaching journey?
[00:53:29] **Lani Jones:** [00:53:30] I would say don't try and doodle like. Limit the noise, [00:53:35] limit the distractions. Like one or two trusted people [00:53:40] or a very small ecosystem of a mentor, find a [00:53:45] coach, what you're consuming via like books, podcasts, social media, whatever that is. [00:53:50] But don't try and do it all. if I could go back and do year one over, I [00:53:55] definitely would've put blinders on a lot sooner.
[00:53:57] I would've stuck to one thing. I [00:54:00] would've seen it through. I would've stopped trying to like, pull the spaghetti off the wall or rearrange it, [00:54:05] so to speak. There there was that sense of fomo, like, oh no, they're supposed to be [00:54:10] an expert. I need to do it this way.
[00:54:11] I need to do it this way all simultaneously. A narrow [00:54:15] path. Keep it narrow.
[00:54:16] **David:** Yeah. I love that. I think that's so important [00:54:20] because, when you don't, you get confused, you get like disoriented and then you [00:54:25] try 20 different things and none really work out. 'cause you never spent enough [00:54:30] time to really go deep, develop the skill or really [00:54:35] invest the time in a system process.
[00:54:37] Right. Yeah. That's fantastic. [00:54:40] advice. Lonnie, thank you so much for, joining me today. This has been a great conversation. I've really enjoyed [00:54:45] speaking with you, getting to know you and learning more about you. Where can people find you if they [00:54:50] want to connect with you?
[00:54:50] **Lani Jones:** I'm on LinkedIn or they can head to my website, dr laney [00:54:55] jones.com. And on there on the homepage is, the first steps. If they're like, [00:55:00] okay, I wanna go down this path, and how do I transform my success into legacy? What [00:55:05] are the next steps? I have a lot of the plug and plays, in there and they can, get started.
[00:55:09] **David:** [00:55:10] Wonderful. Lonnie, thank you so much for joining me today and I hope you have a wonderful [00:55:15] day and everyone else. We'll see you next time.
[00:55:18] **Lani Jones:** Thank you.
[00:55:19]