Season 1, Episode 18
Welcome to the Coaching Studio Podcast
This podcast features fun, lively conversations with masterful coaches who are creating an impact. Get to know them, their journey into coaching, and discover what wisdom they would offer you about being a better coach.
Let’s go!
the Coaching Studio Guest
I am very excited to welcome Janet Harvey, MCC to the Coaching Studio Podcast.
Quick Links from Episode
To learn more about inviteCHANGE
Book(s): Invite Change: Lessons From 2020, The Year Of No Return
Credits
- Host: Lyssa deHart, LICSW, MCC
- Music: Frolic by Harrison Amer
- Production Editing: Lyssa deHart
- Social Media and Communications: Michele Logan
About This Episode
Read the transcript of this episode of the Coaching Studio Podcast:
| 00:21 | Lyssa deHart | Hi, Lyssa deHart here, and welcome to the Coaching Studio. Today I have the honor of introducing my guest, Janet Harvey, who is an MCC coach with the ICF. I’m going to read her bio real quick. Janet, thank you so much for being here today. I’m really excited to have a conversation with you. |
| 00:41 | Janet Harvey | Always the pleasure, especially to be with you, and happy to contribute. |
| 00:47 | Lyssa deHart | So Janet Harvey is the best-selling author of the book, Invite Change Lessons from 2020, The Year of No Return. She is the CEO of Invite Change, a coaching organization that shapes a world where people love their life’s work. Janet has trained and coached leaders at Fortune 500 companies across six continents for more than 25 years. As an early adopter for creating coach-centered workspaces, Janet has worked with global organizations and teams of leaders to establish a generative resilient and boy, let me say that again. As an early adopter for creating coach-centered workplaces, Janet has worked with global organizations and teams of leaders to establish a generative resilient, and high-performance culture through a coaching approach. Janet had the experience, that the secret to having your biggest breakthroughs is reconnecting with your authentic self. When that happens, you’re able to make big changes, even on a global level. Janet uses her executive and entrepreneurial experience to cultivate leaders in sustainable excellence through generative wholeness, a signature generative coaching and learning process for people, processes, and systems. Janet is also a Board Director for the ICF Thought Leadership Institute. She is an ICF Global Past President, a Certified Mentor Coach, and Accredited Coaching Supervisor. When people think of Janet, they see her as a bold, curious, provocative, and compassionate leader. And I’d like to read a couple of excerpts from two reviews of your book that have come out and the first one, I just loved the language of it. This book is hard-hitting, timely, and relevant. A wake-up call and guidance for anyone wanting to make a meaningful contribution for positive change. And the other review was, This inspired work by Janet Harvey is a masterful weaving of business acumen, human development, and professional coaching expertise with soulful, soulful influences that speak to our multiple intelligences. So welcome to the show with your many, many multiple internal intelligences. So thank you so much for being here. So let me ask you this. Um, when you were starting out, you didn’t start off as a coach. What brought you into coaching? |
| 03:37 | Janet Harvey | I often say to people, Lyssa, that I started a little bass-ackwards, meaning that I started working with teams before I did individual one-on-one work and that was because as an Officer at Charles Schwab & Company, a financial services company located in San Francisco, but working all over the world, one of my last assignments there was Head of Strategy which means, I got to do all the big change initiatives and our Chairman, Chuck Schwab, walked into the boardroom one day and sat down and looked at us all and said fasten your seatbelts, we’re going to do something really different. I know all these years, we’ve said nobody in our branch offices needed to sell, well, it’s time for us to learn how to sell financial planning and seriously everybody was dead silence. This was such a countercultural thing. Several months into the initiative, people would say, Does Chuck, know you’re doing this? So, you know, we looked in our tool bag and said, what do we know about this level of behavior change? And we really didn’t have anything in our tool bag that we thought was sufficient and coaching was emerging. So this is 1990, late 90, early 91. That kind of a time frame. So I tapped into my O. D. Networks in the Bay Area and brought some folks in and we did a bunch of whiteboarding and I started to hear you know there’s this different kind of dialogue process that’s being called coaching. We’re not exactly sure if it works, we sort of think it might work are you game for trying it? And that’s what we did. We took a coaching approach to all of the ideation work. We selected 100 people, from our 6000 person network, who were, who had to agree to keep running their branches the way they were and run a pilot. And in exchange, they could see it through from beginning to end which meant they were in the original design all the way through to the final presentation of the right answer that we wanted to give the board to fund. And I watch something amazing happen because we said to leave all the power stuff at the door, brainstorming idea, of course, all good ideas, um counts and you know, nobody gets to discount any particular idea, but we added things like um we believe you already know more than one right answer about how to redesign the customer experience. Everyone has a perspective of that. Nobody has the whole perspective unless you’re able to listen to each other. We did some micro skill-building around listening that looked very much like our core competencies. So precursors of that work emerging and I’d never seen anything like it. I had very dare I say, arrogance, you know, kind of inflated, Senior Vice president sitting side by side with fairly much, maybe two decades there, Junior Front Office Receptionist, or maybe women their senior who were receiving insecurities and money, and they’re having a cogent, adult effective conversation about completely rethinking what happens the minute somebody walks in the door, from facilities to policies, to forms we would use, to the flow and the workflow in the office, the flow for the customer and the workflow in the back office. It was amazing. We had 18 months to do this whole initiative from, you know, beginning to sign off, design, and implement. We finished in 15 months. We were under budget and the very best thing was retention, 96% of the workforce was retained and 40% of those people moved to another city to be part of a regional call center. It was stunning, stunning that the original 100 became coaches. They coached everybody else to the change process now, not coaches like you and I think about it Lyssa, but coach capability and coaching mindset and they were not willing to take no for an answer. This is gonna be hard. This isn’t what I signed up for. They told stories, they shared their point of view. They asked questions about what the beliefs were that people, I mean I saw this coming out of their mouth long before I knew anything about the core competencies, and I look back on it now and realize you know what, these are good human life skills. |
| 08:13 | Lyssa deHart | Yes. |
| 08:14 | Janet Harvey | I think that’s part of why coaching has exploded in the world because it is how we want to be with each other and it was respectful, it was inclusive, it was challenging. It was um, everyone was a champion for each other. All answers were right answers and I caught the bug, I walked into my boss’s office and I said, I know we’re not quite done with the implementation, but I’m leaving, I’ll stay for another year as a contractor back to the organization, but this is really what I want to do and I’m going to go out in the world to make this happen. |
| 08:50 | Lyssa deHart | Yeah, like it really lit you up from the inside. So, given your perspective now, many years later, looking back on that situation and that change that happened. What elements do you see in coaching that really allowed for that sort of change to happen so radically? |
| 09:11 | Janet Harvey | Yeah. So I’m going to give you three things. One is mindset, the second is about listening, and the third is about what we pay attention to when we’re in a conversation with someone. And all three of these are at the, in my opinion anyway, of really artful work as a coach, is those three things are done in a very artful way, agenda-less from the coach’s point of view other than the intention and the responsibility to create an environment for a client to hear themselves think, to be able to claim what’s valuable to them and to have the confidence to do something that’s outside their comfort zone. Everything in coaching us about learning growth and change and frankly, I think everything in life is about learning growth and change. Uh the mindset piece that was so different about how we approached this project is that we we basically said tabla rasa blank whiteboard, empty canvas. How would you, from your experience, team members, how would you imagine altering the conversation you have when a customer walks in the door or when you answer the phone, or when you’re writing an email In those days, we called it toss. When you’re putting together a marketing piece every way in which we touched the customer was fair game for exploration and they were confirmed in that. So even though somebody maybe you might have been a little scared to say something, it was confirmed, ah I see how that might work. And what did the rest of, what would the rest of you build on that with so facilitation techniques. But the difference was, we weren’t in charge of the agenda. We were actually creating a space for them to own what they were um coming up with and to keep building on each other, which is where the listening piece comes in. It wasn’t about listening to mirror and affirm them. It was about being able to reflect in direct communication, the meaning we were hearing, ah given what you just said, and I might use some of that language, what would that mean to this step in the process? So there was a, very much of a partner give and take let the imagination originate and create something brand new and everybody’s learning in the room as each conversation is happening. So to me that’s the piece of what you’re paying attention to, we’re not paying attention to learn and be informed or educated, we’re paying attention to create, we’re inventing something we’re being ingenious, were being radical, blasphemous and everything was fair game, and it required that you be more committed to finding the answer that we all synergistically produced than you were in your position, and that’s the mindset. |
| 12:20 | Lyssa deHart | Yeah, and well, and it’s so interesting too because as I’m here listening to you, one of the things that’s really, that I’m thinking of is so many coaches struggle with exactly this piece of the letting go of the agenda and the the how to actually do that process of actively listening where you are listening to those undercurrents, what do you see as allowing? I’m trying to think of maybe the best way to ask this question. What allows a coach to let go maybe in order to be with a client that way, which clearly anybody can learn how to do because you guys are doing this at Charles Schwab, but this is a really important skill set for coaches. |
| 13:11 | Janet Harvey | It is, you know, I think you’re asking a very profound question, so we’ll do a little bit of conversation here to set it up and would really encourage your listeners to to think on this. This is a good question for continuous reflection what we would call an inquiry question. And I think the roots of it are in identity. So much of our professional lives is about achievement and producing results, which requires that we have a certain level of knowledge, that we’ve developed a certain capabilities, some skill to do something with that knowledge, and that we have the follow-through to implement something that people say, good job. Yeah, that’s what I was going for. Yeah, that met the goal. Yeah. We’ve, we’ve met our measures and so we continue to want to repeat that. And we’re looking for the thing that we know we could do on a continuous basis, which means we’ll have security and all will be right with the world. And most people get to a certain staging in their career on that formula and realized I am so not satisfied. I’m not happy with what I’m doing. |
| 14:20 | Lyssa deHart | I’m not sure where exactly how I got here, but I’m not sure I want to stay here forever. |
| 14:26 | Janet Harvey | Those are often the people that are the first to raise their hand to hire a coach to say, who am I? What the heck do I really want to be doing? But what we forget is they come out of the history and then they went into a system with that history, looking for a place where they could produce results that would be confirmed and therefore their identity would be confirmed because that’s how we’re socialized and it doesn’t matter what culture we’re talking about. So I think ultimately what happens is that coaches are looking to replicate that. I want to perform well, I want to contribute, I want to serve whatever adjective they might use. That the problem is it doesn’t come from them. So the mindset shift is that value in a coaching interaction comes from the client discovering something that they’ve forgotten or maybe never considered from that facet or that angle before the partnered conversation allowed it to bubble up to the surface. That’s our value and our contribution is that we stay with that client long enough for them to say, huh? Here’s how I’m going to integrate that into my context, into my identity, into my experience. And I’m gonna be confident to go experiment with it until I see you next week. Both of those are out of our control outside of a session. So really the only thing that we can do that is our performance is to create an environment for that client to notice and claim and ultimately make a choice to do something different that they perceive will move them forward. We can’t do it for them. We can only give them the opportunity to discover. And I think that’s so counter, everything that’s been reinforced over the life of becoming a professional, that it takes a while to believe that it’s real, which is why we always talk about trust the process when one’s learning to become a coach, right? It’s intimidating. |
| 16:33 | Lyssa deHart | It is. And, you know, one of the thoughts that I’ve been really wrestling with a lot lately, it just seems fascinating to me is that we spend how much time becoming experts in something. Right. And then as a coach, we’re asked to take all that expertise, allow it to inform our curiosity, but let it go. I mean, you are using the words, letting it go, letting go of the agenda, letting go of the outcome, you know, and we know even in sports coaching, the swim coach isn’t going to swim for you. |
| 17:06 | Janet Harvey | That’s right. |
| 17:08 | Lyssa deHart | Right? They’re not gonna get in the water and do the swimming, you’re gonna do the swimming. And yet as that’s such a, such a developmental stage or evolutionary stage in the life of a coach is to learn this letting go piece that you’re talking about in order to be with people. What do you think allows, like, what do you think allows people to show up more fully with their clients? And I think these are probably tied together somewhat. |
| 17:37 | Janet Harvey | They are, I think they are tied together. You know, one of the things when we’re welcoming somebody new into the coach training experience that we spend a great deal of time exploring before we say, yes, come on in. This is the right program for you. Is what, what are you imagining your contribution is? That, you, will enliven you because you watch and witness and experience the people you want to serve, doing something different in their lives, like wherefrom within you does that arise? What is the, what are of the qualities or traits of the experience you might be having in the livelihood as a professional coach? And the degree to which they can articulate that is the degree to which they will be successful in the coach training process because it is such a radical identity shift. And many people on top of it have gotten a misconception about what is coaching, thinking well, I’m an experienced business person, therefore I should be able to coach. Well, you’re likely able to mentor and you’re probably able to do some training. You won’t be coaching because you’re too tempted to be the expert, like opening somebody’s head and pouring it into their head. That doesn’t work. That’s why training alone only has about a 25% ROI, training and coaching well into the eighties because it’s shifting the mindset and it’s transferring the ownership. Okay. Person, here’s the skills, you’ve practiced them, you have all the cognitive understanding and now go make it happen. But wait, I don’t know if that’s gonna work and I don’t know if it fits with my style and I don’t know if I’m going to be successful. Like the all the barriers come out there usually invisible, not spoken out loud and without a coach, it doesn’t happen. So we don’t get the return that we’re expecting from skill-building. And those people who call themselves coaches doing that more expert-oriented conversation are dissatisfied because the people that they’re working with don’t do what they say, okay. And they move on to something else. I’ve watched this over three decades now, I’ve watched this happen and people turn through the, through the field. So I think what’s necessary is that people get clearer that, what I want for people is that they are living into their wholeness. Whatever word they want to use, that would be mine. Mine actually would be sovereignty. Where they’re really stepping into self-responsibility for the relationship they have with their lives, personally and professionally. It doesn’t matter when we have liberated people to operate from that place, we get liberated too. It’s like, oh, this isn’t somebody to fix or to transform because I’ve transformed, you know, this really is the gift of providing someone access back to the whole of who they are. And when they can catch that, then learning coaching becomes very easy, up unto that point they rail against it. But wait, I know what the right answer is. I could hear what the client said to me, mm mm, maybe your right answer. That doesn’t mean it’s the client’s right answer. Because we come from different backgrounds. |
| 20:51 | Lyssa deHart | You know, and that is you know, I was, I was reading some books on neuroscience and just the, just the uniqueness of each of us, based on our experiences, our past, our beliefs, the culture, we grew up in, the gender. You know, all of these different facets of who we are and how what works for one person, there’s it might, elements that it might work for another person. But then I always think to like how many of us really want somebody, just tell us, just tell us what to do. Just tell me what to do about major life choices that I have to make in my life. Could you just tell me what to do? And I’m always fascinated by the idea that that’s gonna work for anybody. |
| 21:37 | Janet Harvey | Okay. So I have I have a hypothesis on this. We ask a dozen people to give us their point of view and to give us their advice because we’re not ready to make the decision. But we’re sick of people telling us we should make the decision. So we turn the tables and we ask a whole bunch of people to give us a whole bunch of information, which we ignore, while we’re processing internally trying to figure out what it is we really want to do. And we can hear all of those and go, it’s not any of those. |
| 22:05 | Lyssa deHart | Right. Not that one. Not that one. Not that one. Meanwhile, all those people giving us their sage advice are like you never do anything. I tell you. Yeah. You know I mean for me I know for myself that that, that letting go process though of the attachment to the outcome, and that’s that piece about thinking, I knew what needed to happen was, it was just really it was a challenge. But it was also critical, in order for my client, the person that I was working with, my friend, my husband, whoever, um to to be able to have their own answers that they could embody, that they could feel were right for them. And, and it kind of goes into a little bit of the review of your book which was around this multiple intelligences. How do the multiple intelligences show up do you feel in these coaching conversations that we’re having? |
| 23:19 | Janet Harvey | So you might remember because you and I are of the same generation. I’m I’m perceiving. I think that’s right. Um That in in sort of the high school, early college time, we learned that um ideas create emotions which creates action in the body. And I for the longest time was sure that was true. Of course, I am kind of predisposed, I tend to be, in the Enneagram I’m a six on the Enneagram. So I’m, I’m mental. I have, I think, I think in ideas and mental models. And at one of my plateau times when I was feeling really bored with my work, I thought to myself, okay, what part of the human existence am I stepping over? What am I not paying attention to? And we were teaching the somatic work in the program and we had a few exercises but not a whole lot. And I thought you know maybe that’s the place where I got this all wired backward. And I said let me practice in my own session of slowing down the pace, leaving more silence, and let me see if I can pay attention to what my body is telling me, the client has just said. Based on how it lands on me. In other words, like an ocean wave, let it just wash over me and wait and see what my body then causes to happen in the emotional fields. So sometimes sensory, but sensory always had associated with it some emotional quality that I could name. And then let that create something in my brain to say. Now, warning label. I did pick particular clients to do this with. Who were very used to me being, you know, much quicker paced and mental in my construct and, you know, I’ve worked with heart and body, but they were clearly secondary and tertiary. So I had us flipping the paradigm. Well, this amazing thing happened. I fell in love with my work again and I all of the sudden had this sense of wonder about, wow, what if the body actually is doing this all the time and this is what illnesses about, that the body gets really exhausted and says, ah, their just not paying attention. And if we would help the person have some consciousness to become more alert to how their body is experiencing, it might give them a way to regulate their emotions, which would give them more serotonin in their brain, which means they’d have more creativity. That was an interesting hypothesis to work with. And I’ve done this now with individuals and with teams both and I’ve decided that theory I learned way back when, uh- uh. Body, evokes emotion, creates thought that we actually express out loud in some form of shape and so that was about, I don’t know, 15 years ago and I have never looked back. That is the way that I think about the power of coaching. |
| 26:26 | Lyssa deHart | Yeah. Well even in that also, that sense of how many people do we know, completely disconnected from their somatic experiencing, you know, and if you ask people to slow down like what are you noticing in your body, it may take them a minute to even know how to even frame that up. Um Yeah, really interesting. So I’m hearing a lot of passion as you talk about this and I’m just wondering how else do you keep the, you know, the bucket at that place that you still have space in it to fill, and you’re enjoying your work, and you’re enjoying your life. How do you navigate that? |
| 27:08 | Janet Harvey | Well, I think first of all, by recognizing there will always be plateaus and that without a plateau, there isn’t any room to think about what to add or what to transform or evolve in some way. So I think in many ways it was coming to accept that life is always going to run in cycles and some of them are going to be ecstatic and blissful and some of them are going to be a grind. It’s just the nature of it. And the grind comes because I’m attached to the blissful experience, only some part of me is wise enough to realize that the circumstances have changed, the environment has changed, the people, the company I keep has changed. So how I was creating bliss before is impossible in this new environment in the same way. So I have the responsibility to notice when my environment has transformed in front of me and make some different choices. And with age, I have become more patient to sit in the murky water long enough to get still. And, ah, this is the shift that’s necessary now. And my timing isn’t always that great but ultimately, life always does ultimately work out. So I, you know, I used the word wonder before and I think this is just a huge piece for me. If I’m feeling bored, tired, and anxious, a little frayed around the edges, I have spent way too much time sitting on my butt in front of this camera and I go outside. I go pull weeds garden. It’s one of my greatest therapies. I take a long hike up on the bluff and sit there for an hour or two hours and just watch the Eagles and look at the water and you know, I’m blessed to live in a rural area. So I have an advantage there, but I can do the same thing standing up, looking at an image on Youtube or, or a beautiful movie. Uh, you know, I love the Attenborough movies and the oceans and all of that is a way in which I can get right back into my body again. And sports, physical exercise, meditation. I mean all the things that are familiar to people, particularly after the pandemic when they’ve had a lot of time on their hands to do some things for, for addressing trauma and reducing stress and uh, those are practices to do every day. So even if it’s only five minutes, it makes such a big difference when you’re faced with something really challenging, including, you know, having those plateau moments when it’s like, that’s really what I want to keep doing? And ultimately it’s my clients that keep me in the saddle. I uh, I just started working with somebody in Japan. It’s probably been 10 years since I worked with a leader in Japan in a coaching assignment as opposed to I’ve done trainings there, but a one-on-one with an exec and I realized that um I am such a different person than I was 10 years ago. And the depth of opening and patience and delight. I have to watch the world through this person’s eyes. Those are the things that I connect to that keep me enlivened. |
| 30:21 | Lyssa deHart | Yeah, yeah. And you know as you’re, even as you’re talking about it, it’s a reminder too that in any career there’s an ebb and flow and how you honor that ebb and flow is how it’s going to, how you’re going to be able to navigate it right? |
| 30:42 | Janet Harvey | Exactly. |
| 30:43 | Lyssa deHart | I think, and I think a lot of times we do, we have these fantasies like I love what I’m doing and to your point earlier, I’m gonna hold onto it forever, right? Like this, this feels good. I never want to let it go, and in the holding on to it, it’s a bit of, you know, let go or be dragged. and so. |
| 31:00 | Janet Harvey | Yeah, well said. |
| 31:02 | Lyssa deHart | So, I love that. What do you think if you were, you know, and I know you do talk to a lot of new and emerging coaches, what do you think is something that is really important for them to hear from a, from a coach who’s been practicing for a while? |
| 31:19 | Janet Harvey | Well, I have two things, maybe a third on my mind about this. I think that today is very different from when I started in the fields, and coaching is, has much higher awareness. There are still definitely pockets of our eight billion people that are not aware of what coaching is, but in more um uh developed commerce, uh environment coaching is recognized as a very important and valuable way for people to be their best selves, to cause greatness in themselves, and cause greatness than others. And that’s about improving human relating. That’s not about whether you worked in that industry or whether you have an acumented a particular function, you know, marketing or operations or sales, whatever it might be. It’s about being a better human and young coaches don’t believe that right. They think I couldn’t possibly, I couldn’t possibly do business coaching, so I’ll do personal life coaching. Well, great do personal life coaching. However, what you first and foremost want to do is be disciplined to be a good student of your work, be a professional coach who supports women leaders who are seeking to redefine what leadership looks like in organizations. In other words, find what enlivens, find who the people are that have you be um feeling worthy and valuable and contributory in your daily experience, and speak to those people by saying I’m a professional coach who… The second piece that I think is important is that we have, we have awareness in our zero geography world, highly technology-enabled, seven by 24 every language that can be translated instantly, there are no barriers to connection except in here. And we have big social uh subjects to be working on, for a long time coaching was said, coach, coaches thought, well I can’t go there unless the client brings it up. I don’t agree. I think if we’re coaching the whole person, we want to invite them to be aware of their whole person. How do they understand their relationship to the planet? What do they think about climate? How is racial injustice impacting them? What are the values around money and making money and stuff and things? And what about the elements of prosperity that are about enduring happiness and well being of you and your fellow brethren? These are all um in my mind, important big subjects to bring into the coaching process because there are influencing, even if we don’t, if we ignore them and don’t bring them in, they are influencing us and our clients, and therefore we’re basically not trustworthy all the way. If we want to be fully trustworthy and create a safe environment, it must be okay to bring everything in. And that comes from us as an invitation. |
| 34:34 | Lyssa deHart | Yeah. |
| 34:35 | Janet Harvey | So those would be the things. |
| 34:40 | Lyssa deHart | And also the recognition that that that work then, is that inside job right? That you talked about the inside job of the coach, of us each individually so that we are able to be bold enough and ask bring those questions in into that relationship. Yeah, really interesting. What are you up to lately? What would you like to share with the audience that you are up to? |
| 35:07 | Janet Harvey | Well, I’ve been having so much fun uh weekly broadcasting about the book. We’re working through a chapter a month, which has just been a treat with Sarah Graves are CMO. And I’ve started working on the second book and, I’m I’m, I think there’s a big change coming. I can’t put my finger on it. It just feels like everybody is going back to work and realizing this is just not the same. And they’re struggling a little bit as I talk to clients around the world, both individuals and teams. They’re struggling to find their way, like what is it that’s so different now? And I think it’s us. I think it’s us as a society, we had enough time to slow down and asked some really big questions, what matters enough for me to give my time to it? And what is it that makes it reciprocal in a way that I that I keep wanting to give my time to it and what are the consequences when I do that to my family, and to my partner, and to my community? And I think we made speed and effort more important than relationship and I think those scales are balancing and as they do, it’s changing the landscape in ways we’re not well articulating yet. And you know, whether you’re doing social listening on the web or you are um you know, talking to people when you are hosting a workshop or um giving a talk at a conference and the Q & A comes up, it always is coming back to this question. How do you decide to make the change? So I feel very strongly that Invite Change maybe has arrived. It’s like the time has come when people are ready for uh to know-how, and as opposed to feeling the fear of making a change in their lives, to know how and to know how to do it on their terms. And that’s a space I really enjoy giving my voice to. And most importantly, to the things that are creating inequity in our, in our social fabric, that’s just not okay with me. |
| 37:15 | Lyssa deHart | Yeah. Yeah. Well, and I think that’s such a, I think that’s such a quality that you have that I admire so much also is your willingness to boldly share your perspective, you know, and to hold yourself accountable to it. So, thank you so much for being on the coaching studio today and sharing your perspective and I just, I really appreciate the conversation today. |
| 37:41 | Janet Harvey | Your, your questions gave us a way to be in a very expansive space and what what what a joy. Thank you for bringing this to the world. And I’m delighted to have been here with you. |
| 37:52 | Lyssa deHart | Thank you so much. And I will thank everyone for being here today. Thank you so much. |
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Lyssa deHart, LICSW, MCC
Host
Lyssa deHart ditched her therapy practice to become a Leadership Confidence Coach. Along the way she discovered a passion for professional coaching and wanted to find ways to share that passion with the world. Come join her in discovering and meeting some of the most amazing professional coaches on the planet. Her goal is to inspire coaches. Lyssa is the author of StoryJacking: Change Your Dialogue, Transform Your Life , and The Reflective Coach. Lyssa is an ICF PCC Assessor, Certified Mentor Coach, and budding Coach SuperVisor. Lyssa uses her understanding of the ICF Core Competencies, combined with her knowledge of Neuroscience, to work with people to become extraordinary professional coaches. Let's Go!
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