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You can start a coaching business while working full time, and for many people it's the safer way to do it. Instead of resigning and hoping clients appear, you build the practice in stages. You coach on the side, reduce your hours, take associate or contract work, and go out on your own once your own clients can support you.
That's the path leadership coach Jessica Schubert took. She's a change expert, a facilitator and the founder of Intact Teams, a global leadership practice she runs from Melbourne. She started coaching in Hong Kong in 2013, while she was still working in corporate, and built from there.
This article is based on Jessica's conversation with Jane Anderson on The Jane Anderson Show. It covers how she made the move step by step, the three foundations she wishes she'd put in place sooner, and the mistake that slowed her growth. If you want to coach but can't afford a leap, her story shows a more gradual way.
Can You Start a Coaching Business While Working Full Time?
Yes. Starting a coaching business while working full time means building your practice alongside your income. You coach on the side, reduce your hours, take associate or contract work, and leave your job only when your own client base can support you.
Jessica always knew she wanted to run her own practice. But as she puts it, "it was too risky to just stop working." So she went from a full-time job to a part-time job to contracting, and grew her own clients the whole way.
Why a Staged Move Can Lower the Risk
Research points the same way. A 2014 study in the Academy of Management Journal by Joseph Raffiee and Jie Feng of the University of Wisconsin-Madison looked at people who started a business while keeping a day job. Those who later went full-time had much higher survival rates than people who went from paid employment straight into full-time self-employment.
Two cautions apply. The study covered entrepreneurs in general, not coaches, and it used US data. Think of it as supporting context rather than proof that the same result applies to every coaching practice.
Meet Jessica Schubert
A Corporate Career Built Across Countries
Jessica grew up in Germany and hasn't lived there for more than 20 years. She has lived and worked in New Zealand, Sydney and Melbourne, and spent six years in Hong Kong and Japan. Melbourne is home again.
Her corporate background is in operations and sales, mostly in commercial real estate for over 20 years. She also moved into hospitality for a time, which she says taught her a lot about dealing with people, including difficult people. Across Europe and Asia Pacific, she has more than 25 years of corporate experience.
How Coaching Started "By Fluke"
Jessica didn't set out to become a coach. In Hong Kong she was leading large cross-cultural teams and growing a real estate company across Asia. She loved working with people, but she wanted more tools to help them overcome challenges and perform at their best.
So she took a coaching course to become an accredited coach. The goal wasn't a business. It was to develop her own leaders.
The first day was hard. Coaching meant asking open questions and making the conversation about the other person, not herself, and she nearly gave up. By day three, her view had flipped: "this is what I want to do for the rest of my life."
Jessica's Staged Path From Corporate Job to Full-Time Practice
Here is the sequence Jessica followed, in order:
Practise coaching on colleagues and your own teams.
Register the business and start charging.
Move from a full-time job to a part-time job.
Take associate and contracting work while you grow your own clients.
Go full-time once your own practice can support you.
Each step is worth a closer look.
Steps 1 and 2: Practise First, Then Start Charging
Jessica began by coaching her colleagues and teams, simply to practise. They referred her to other people, and those people asked what she charged. She wasn't sure at first.
So she registered the business and started charging. For a while she built the practice alongside her corporate role, coaching in her free time.
Step 3: Move From Full-Time to Part-Time
Next, she took her full-time job down to part-time. At the same stage, she started acquiring her own clients.
Step 4: Take Associate and Contracting Work
At the same time, Jessica worked as an associate for other leadership companies, and she recommends this to anyone building a coaching practice who doesn't want to put their whole corporate career on the line.
She says she learned a lot from it. It taught her about herself, how coaching practices work and how to facilitate workshops. Today she facilitates transformational and leadership workshops as roughly half her work, with coaching making up the other half.
In her words, the progression was full-time job to part-time job to contracting, with her own clients growing alongside.
Step 5: Going Full-Time During COVID
The final move came in the middle of COVID. Jessica was still contracting in a sales role when that arrangement ended, from both sides. She calls it the kick in the backside she needed.
It also gave her confidence, because she had built her practice to the point where she knew she could support herself. The timing wasn't easy. She was based in Melbourne during continuous lockdowns, and she says 2021 was even harder than the year before.
Jessica describes herself as optimistic, and she used the time well. During lockdown she started writing her book, Lead the Future, which shares strategies for leading in a fast-changing, ambiguous world.
Jane, who started her own practice during the GFC, notes that difficult periods are often when the most innovative opportunities appear.
The Three Foundations Jessica Wishes She'd Started Sooner
When Jane asked what she'd do differently, Jessica's answer was specific. She would start three things earlier:
Write a newsletter, using an email marketing tool.
Write your own IP and build some social media traction.
Run events like webcasts, and invite the right people to the right events.
She says those three things got her activity going, brought in her first leads and helped her build good IP.
Foundation 1: A Newsletter and an Email List
Jessica met Jane through the Women With Influence community. She remembers a dinner in Melbourne where Jane shared insights on how coaching practices grow in stages, and which activities fit each one. She says she was gobsmacked and wanted to know more, because it helped her.
A second meeting, a lunch in Brisbane, changed her habits. She had just run a networking workshop on behaviour styles for women in finance, helping them influence people in the boardroom. Jane asked how she planned to stay in touch with those people. Did she have a list?
She did, as an Excel spreadsheet. Jane asked whether she could send them a newsletter. Jessica sent the first ones manually, from her own email, because she had no system. After that she set up a professional email marketing system.
She stresses that this doesn't have to be expensive. Free tools exist, and the tool doesn't need to be the most expensive one. She also points out that inside an organisation she'd always had a marketing team. When you run your own practice, you're the one who sets up these systems.
Foundation 2: Writing Your Own IP
The second foundation is getting your ideas out of your head and onto paper. Jessica says she became "really prolific" with this. Then she contacted the people on her list at the right time, with the right content, and set targets around growing it.
Jane highlights the consistency behind it: a regular newsletter, steady social media content, interviews on podcasts, and educating the market over time.
For more on building ideas people recognise you for, hear how to become a thought leader in your industry with Jackie Stapleton.
Foundation 3: Events and Something to Invite People To
Jane points to an idea from Michael Port's Book Yourself Solid: always have something to invite people to. For Jessica, that has meant webcasts, Facebook lives, breakfasts once in-person events returned, and masterclasses in communities she belonged to.
One webcast shows how this works. Titled around turning the great resignation into the great retention, it drew about 300 registrations, and close to 100 people turned up. Jessica says the topic was spot on, because HR and people leaders were struggling with it at the time.
She stayed in contact with attendees afterwards, and the webcast led to new business. The takeaway is that a relevant topic, good copy and good follow-up turned an event into a pipeline.
Why Consistency Matters: About Ten Touchpoints
Jessica's advice on why this has to be ongoing is direct. People who don't know you, she says, need to hear from you about ten times before they trust you and get in contact. Nobody sees you on LinkedIn and decides to buy a transformational leadership program.
That figure is her rule of thumb from experience, not a research finding. The principle is still useful: buyers move through several engagement points, so your marketing needs to be repeated and steady.
The Mistake That Slowed Her Down: Trying to Be Everything to Everyone
Jessica was delivering good work, and she stayed close to her clients. Her clients shared a lot about their organisations and cultures, which helped her understand the cultural challenges she was there to solve.
But she says she "actually felt a bit lost" in her practice. The work was fine. She couldn't find a way to scale it.
What the Distractions Looked Like
She describes herself as optimistic and says that led her to get sidetracked. Everyone around her was building online courses and self-paced digital education, and she wasn't sure where she was heading. Other people suggested programs for women returning to work after having babies. Jessica doesn't have children and says she wondered what she could offer there.
In short, she lost focus.
For more on keeping your marketing focused, hear Mandy Napier on stopping "spray and pray" marketing.
How Positioning Brought Focus
Jessica joined Jane's Women With Influence community around 2018 or 2019 and took part in some of Jane's programs. She credits that with helping her focus on how she could add value.
Her view of positioning is simple. It isn't only about what you know. It's about what you're passionate about and where you can add the most value. That means staying true to your strengths. It doesn't mean you never add a program you've always wanted to build. It means being deliberate about which people, groups and markets you serve.
For Jessica, that is business to business, working inside organisations, and it still is today.
To go deeper on focus, hear how to niche down as a consultant with Maureen Kyne.
What She'd Do Differently
Asked about regrets, Jessica said: "I wish I wouldn't have gotten so sidetracked and tried to be everything to everyone."
She also notes how easy it is to compare yourself with others, especially women starting their own practices. You see someone running a much larger practice, with polished IP and bigger revenue, and it's easy to panic. Learning from others is valuable, she says, but she felt pressure to rent an office and hire people, and she is glad she never did.
Jane has a picture for this. It's like digging in a field. You dig a little in one spot and find nothing, then move to another spot and find nothing again. You end up with a lot of shallow holes, and you lose momentum and energy. A plan and a strategy keep you digging in one place.
Advice for Coaches Who Feel Stuck
Jane asked Jessica what she'd say to someone a year or two into their practice. They have a few clients, but they're struggling to increase their pricing and they want more people coming through. Jessica looked at it from two angles.
Believe You Already Add Value
The first is mindset and confidence. Believe that you already add value. Don't overthink changing the work you do. Focus on what you're good at, and on your purpose.
Get Clear on Who You Are and What You Stand For
The second is clarity. Jessica says people who are just starting out often aren't quite clear on how they add value, what their strengths are and who they are.
She credits Jane with teaching her to define a "big word" and to work out what people would do differently after working with her. That's not just copy for a website. It's clarity for yourself.
She says it matters because people need to know you before they trust you and buy from you. That's true whether you work inside an organisation or run your own practice. If you need help, she suggests getting support or enrolling in a course so you can build the narrative.
She also says you don't have to reinvent yourself. You need to spell out what you already bring so it's easy for others to buy, and the writing and IP come from that work.
Be Brave, Then Narrow to Three Things
Jessica's final piece of advice is to have big dreams and be brave, but narrow your focus to three things you want to do really well. For her, that meant growing her list, staying in touch with people and doing the right activities to scale.
Jane adds that it can feel like a never-ending to-do list, and that choosing three things makes it manageable. Then you work out who goes on your list, set the routines for staying in contact, and show up consistently.
What Changes Once You're Busy Delivering
From Activity to Positioning
In the first two years of running her practice full-time, Jessica says it was all about activity. She invited people, ran Facebook lives and webcasts, hosted breakfasts and joined communities where she spoke and ran masterclasses.
Now she has a lot of deliveries, and the challenge changes. She spends so much time with clients that business development can slip. She can't run lots of webcasts anymore, but she still builds her list, posts, uses SEO, reaches out to her existing clients and asks for referrals. The focus has shifted to positioning the business, not just activity.
She says the activity could ramp up again, and she looks ahead six to twelve months to stay in a consistent cadence.
Staying Lean With Support
Jessica once pictured an office full of employees. These days she's happy with a lean practice, and she says that's the way she likes to run it.
She describes getting support as another real turning point. She now has help with social media systems and calendar management, plus bookkeeping, which she says she isn't good at and which wasn't worth her focus. Jane's reading is that this keeps Jessica in her genius, working on her thought leadership and IP, and out in front.
What Jessica's Practice Looks Like Today
Jessica's practice works with organisations around the world, from Melbourne. Her programs are mainly transformational and run over six to twelve months. She works with a cohort or an intact team in a medium to large organisation, using blended programs that guide people from where they are to where they need to be.
The content centres on leadership: leading self, leading others, leading change and leading the future. Her clients include graduates, emerging leaders, high-potential staff, women in leadership programs and senior leaders. She also still runs the occasional full-day workshop on communicating and influencing.
In Lead the Future, she writes about global megatrends and the skills leaders will need. She names foresight, leading change and mobilising people, and embracing technology.
To see how cohort-based programs work, hear Desley Lodwick on cohort coaching.
Putting It Into Practice
If you're building a practice around a job, here is how Jessica's story translates:
Start small and charge. Coach people you know, ask for referrals and set a fee.
Pick your transition path. Consider part-time work, associate work or contracting before going full-time.
Start your three foundations. A newsletter, your own IP and something to invite people to.
Get clear on your value. Define what you stand for and what people do differently after working with you.
Stay consistent. Plan for repeated touchpoints, not one-off pushes.
Plan for support. Decide early which tasks to hand off so you can stay focused.
Frequently Asked Questions
Can you start a coaching business while working full time?
Yes. Jessica Schubert did it by coaching on the side, moving from full-time to part-time work, taking associate and contracting work, and going full-time once her own practice could support her.
How did Jessica Schubert start her coaching practice?
She took an accreditation course in Hong Kong to get more tools for developing her sales teams. By the third day she knew she wanted to coach long term. In 2013 she started a side practice, coaching colleagues first and then charging as referrals came in.
What should a new coach do first to get clients?
Jessica says to start three things: a newsletter sent through an email marketing tool, your own IP and some social media traction, and events such as webcasts that you invite the right people to.
Should I take associate or contracting work while building a coaching practice?
Jessica recommends it for anyone who doesn't want to put their corporate career fully on the line. She says it taught her about coaching practices and how to facilitate workshops, which are now about half of her work.
How many times do people need to hear from you before they buy?
Jessica says people who don't know you need to hear from you about ten times before they trust you and get in contact. This is her experience, not a research figure.
Why isn't my coaching business growing?
Jessica's experience was that she got sidetracked and tried to be everything to everyone. Her fix was to get clear on where she adds the most value, stay true to her strengths and focus on a small number of activities.
Do you need a big team or an office to run a leadership practice?
Not according to Jessica. She once imagined an office full of employees, but she now runs a lean practice with support for areas like social media systems, calendar management and bookkeeping.
Conclusion
Jessica Schubert's story is a reminder that you don't have to jump. She practised on colleagues, started charging, reduced her hours, took on associate and contracting work, and went full-time when her practice could carry her.
What made it grow was not a dozen tactics. It was three foundations done consistently, a clear sense of where she adds value, and the discipline to stop chasing everyone else's path. As Jane puts it, the point is to start. You don't need a perfect system to begin, and Jessica didn't have one.
If you're partway through your own transition, pick one thing from the list above and do it this week. If you'd like support along the way, the Women With Influence community is built for women who run or are building consulting practices.
Work with Jane Anderson
To learn more about Jessica's work, visit Intact Teams or connect with Jessica Schubert on LinkedIn.
For more on building a practice, explore Melissa Lithgow's pricing and positioning lessons or building a freedom-based consulting practice with Mel Kettle.
If you're a woman building or growing a consulting or coaching practice, discover how Jane Anderson's Women with Influence program can support you.
Key Takeaways from Today’s Episode:
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In this segment, Jane Anderson introduces herself and her podcast, the Jane Anderson Brand New Show, aimed at experts looking to enhance their impact, influence, and income in their businesses and careers. She emphasizes the importance of building trust and rapport with clients and mentions her role as the founder of Women With Influence, a community for female corporate consultants in Australia. Jane highlights the current global landscape, including the impact of events like the Ukraine-Russia conflict and the lingering effects of COVID-19, which have led to uncertainty and changes in business dynamics. Despite challenges, she notes a growing awareness of virtual engagement possibilities. Jane introduces the podcast's guest, Jessica Schubert, a leadership coach and founder of Intact Teams, praising her as an exemplary member of the Women With Influence community.
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Jessica Schubert shares her background, detailing her transition from a corporate career to founding her leadership practice, Intact Teams. Born in Germany, Jessica moved to Australia after living and working across various countries, including New Zealand, Hong Kong, and Japan. Her corporate experience spans operations, sales, and hospitality, culminating in a passion for coaching and leadership development. Jessica recounts how she stumbled into coaching initially, seeking additional tools to develop her cross-cultural teams, which eventually led her to start her coaching practice in 2013. She describes the gradual shift from a side hustle to a full-time endeavor, initially balancing coaching with her corporate job before transitioning fully into entrepreneurship.
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Jane Anderson and Jessica discuss the common experience of starting a side hustle, particularly among women. Jessica's journey reflects a gradual progression from coaching colleagues to acquiring clients and eventually transitioning into full-time entrepreneurship. She emphasizes the value of learning from other leadership companies while building her own practice, highlighting the benefits of contracting and consulting roles in gaining experience and confidence.
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Jessica elaborates on her transition to full-time entrepreneurship, explaining how she juggled her coaching practice with contracting roles until she felt financially secure to make the leap. She emphasizes the importance of planning and gradual progression, noting that her vision of running a large leadership practice evolved over time. Jessica advises aspiring entrepreneurs to leverage their corporate experience while building their own ventures, citing her own journey as a testament to the feasibility of such transitions.
Jane and Jessica discuss the pivotal moment when Jessica decided to transition fully into entrepreneurship, which coincided with challenges brought about by the COVID-19 pandemic. Despite the difficult circumstances, Jessica viewed the situation optimistically and utilized the time during lockdowns to work on her book and further develop her practice. They reflect on the resilience required to navigate uncertainties and pursue entrepreneurial endeavors, acknowledging the challenges and rewards of such journeys
Jessica discusses the nature of the programs she currently delivers, emphasizing their transformational nature and global reach. She describes working with medium to large organizations over extended periods, guiding them through leadership development and cultural transformation journeys. These programs focus on various aspects of leadership, including leading change and self, and are tailored to the specific needs of each client. Jessica highlights her involvement in programs for emerging leaders, high potentials, women in leadership, and senior leadership development, catering to diverse organizational levels and demographics.
Jane acknowledges Jessica's ability to address leadership challenges from various angles, whether at the team, individual, or organizational level. She praises Jessica's global perspective, underscoring her capacity to navigate cross-cultural dynamics and diverse work environments. Jessica reiterates the importance of adaptability and emphasizes her practice's ability to support clients worldwide, regardless of geographical location.
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Jessica elaborates on the skills required for future leadership, emphasizing the need for foresight, adaptability, and technological proficiency. She discusses the impact of global megatrends, such as environmental changes, demographic shifts, and technological advancements, on leadership paradigms. Jessica stresses the importance of equipping leaders with the necessary skills to navigate these challenges and lead effectively in a rapidly evolving landscape.
Jane commends Jessica's growth trajectory and business strategies, highlighting her ability to scale her practice effectively. Jane reflects on Jessica's journey within the Women With Influence community, noting her consistency in marketing efforts and client engagement. They discuss the challenges of entrepreneurship behind the scenes and the importance of strategic positioning and effective marketing tactics in driving business growth.
Jessica reflects on her initial challenges in positioning her coaching practice and finding her niche. She credits her involvement in the Women With Influence community for helping her focus on adding value and identifying her target market. Jessica emphasizes the significance of staying true to her strengths and passions while implementing strategic marketing initiatives to attract ideal clients.
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Jane praises Jessica's proactive approach to implementing marketing systems and strategies discussed within the Women With Influence community. They reminisce about past meetings where Jane provided insights into building effective marketing systems and staying connected with potential clients. Jessica emphasizes the importance of investing in the right tools and processes to streamline marketing efforts and maintain client relationships.
Jessica discusses her journey of learning and growth within the Women With Influence community, highlighting the value of guidance and mentorship in refining her business strategies. She credits the community for helping her overcome challenges and develop a clear vision for her coaching practice. Jessica emphasizes the significance of continuous improvement and leveraging resources to achieve business success.
Jane acknowledges Jessica's empathy and effective communication skills, noting their impact on client relationships and marketing initiatives. She praises Jessica's ability to connect with clients authentically and deliver valuable content through various channels. They discuss the success of recent webinars and the importance of delivering relevant content to address client needs.
Jessica reflects on the success of recent webinars in attracting leads and generating business opportunities. She emphasizes the importance of delivering valuable content and maintaining consistent communication with potential clients. Jessica highlights the positive outcomes achieved through strategic marketing efforts and client engagement activities.
Jane summarizes the key strategies discussed, including the importance of newsletters, webinars, and strategic positioning in driving business growth. She praises Jessica's proactive approach to implementing marketing initiatives and staying connected with clients. Jane reflects on the journey of growth and learning within the Women With Influence community, emphasizing the value of mentorship and continuous improvement in achieving business success.
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Jane discusses Jessica's ability to adapt her business strategies to accommodate its global scale and reach. They reflect on the importance of scalability and accessibility in running a coaching practice efficiently across different time zones. Jane highlights Jessica's adeptness in making her practice work for her needs while maintaining consistency in marketing efforts and client engagement.
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Jessica shares insights into the evolution of her coaching practice and reflects on her journey of growth and learning. She emphasizes the importance of staying focused on core activities and leveraging support systems to maintain business development momentum. Jessica acknowledges past challenges and advises aspiring coaches to prioritize mindset, clarity of purpose, and strategic focus in building their practices.
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Jane seeks Jessica's advice for aspiring coaches, particularly those facing challenges in growing their practices. Jessica emphasizes the significance of mindset, confidence, and clarity in communicating value propositions effectively. She encourages coaches to focus on key activities that align with their strengths and business objectives, prioritizing consistency and strategic growth initiatives.
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Jessica underscores the importance of foundational principles such as consistency, building client lists, and delivering valuable content in driving business growth. She emphasizes the value of exceptionalism in identifying and leveraging unique strengths to differentiate oneself in the coaching industry. Jessica encourages coaches to embrace their uniqueness and continually strive for improvement while staying true to their core values and vision.
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Jane commends Jessica for her focused approach and emphasizes the importance of strategic planning and execution in achieving business goals. She encourages listeners to connect with Jessica through her website, newsletter, and LinkedIn profile to stay updated on her latest endeavors. Jane underscores the relevance of Jessica's journey in applying strategic methodologies to her practice and highlights the importance of taking proactive steps, even in the face of initial challenges or uncertainties. She expresses excitement for Jessica's future endeavors and offers continued support and admiration for her accomplishments.
Jessica expresses gratitude for the opportunity to be part of the podcast and thanks Jane for hosting her. She acknowledges the value of the discussion and the insights shared, concluding the conversation on a positive note of appreciation and mutual respect.
Full Show Transcript:
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[Speaker 2] (0:09 - 5:54)
Hi there, my name is Jane Anderson and this is the Jane Anderson Brand New Show. It's the podcast for experts who want to have greater impact, influence and income for their businesses and careers. As experts, we know that people buy from people and work with people who they know, who they like and who they trust.
So I'm so glad you're here because it's that time again now to really amplify how you show up in the world. Hi there and welcome to the Jane Anderson Show. I am so thrilled that you are here and that we're going to be introducing a very special guest very soon.
But today, what I want to share with you is that, as you probably know, is that I'm the founder of Women With Influence, which is Australia's leading community of female corporate consultants. So they're typically selling to large organizations and I help them and in the community, we create a community of collaboration, connection and commerciality so that you're creating something that is a practice that is really about being profitable, is really about being commercially smart and about really positioning you as the expert in your space. So today's podcast, I wanted to introduce you to our very special guest, which I will do.
But a couple of things that are happening at the moment that I'm noticing. So we are in a really interesting time at the moment. I mean, we've been through a lot over the last couple of years, but we have things going on, particularly overseas, the impact of the Ukraine and Russia here in Australia.
What that means is the amount of uncertainty it creates, fuel prices. I put fuel in the car yesterday, which cost me $2.23 a litre. So and then we've also got impacts of COVID still sort of hanging around a little bit.
But what we are seeing is that there's certainly still some awareness, still some, I guess, tentativeness around meetings and events and people sort of gathering and getting together. I've been booked for quite a few speaking gigs lately, so there are those that are still sort of happening, but I'm still noticing a little bit of uncertainty. However, the confidence in being able to engage consultants and to what I'm the community that we work with, I'm seeing that there's certainly an awareness now that we can do things virtually, we can still do a good job virtually, but there is that awareness that people are tired and trying to work out a way to be able to manage that.
So we are in really interesting times, which is why it's kind of opportune for me to introduce you to our guest today. Our guest today, I really wanted to share with you because she has been part of our Women with Influence community since 2018, 19. And when I met this person is that she was a real she was certainly a real go getter and she is today.
And I thought she is really the epitome of what this community is all about. Today's very special guest is a woman called Jessica Schubert. She is a leadership coach, a change expert and facilitator, and she founded the company called Intact Teams.
And she started that company back in 2013. She's a global change leadership expert and she's a sought after international speaker. She has published her book recently called Lead the Future, where she shares strategies on how to lead in a fast changing and ambiguous world.
Jessica works globally with organisations across a wide range of industries. So she's she's got clients like Ericsson. She's got clients like British Airways.
So she really gets this sort of global space. She designs and delivers transformational programs for leadership and coaching programs and helping leaders to create cultural workplaces where people are happy and productive. So in a nutshell, she's in the business of developing leaders.
Over the last 25 years, she's got an incredible amount of corporate experience and working across Asia and Asia Pacific and Europe. She totally gets the leadership space. She works in dealing with power dynamics, organisational complexities and blends it with really proven leadership models, coaching theories and adult learning principles.
She grew up in Germany and she has made Australia her home. She has a really warm, but this balance of a real no nonsense kind of approach. She is very results focused and very customer driven.
So and she's very well versed in creating well-being and development of people in a really world class and exceptional way. So I so please welcome Jessica Schubert. So, Jessica, thank you so much for being part of the community and to being part of the podcast today in this interview.
So we are so thrilled. We know how absolutely busy you are. You are in a really hectic time in your practice.
And I said, I wonder if Jessica could squeeze in a quick interview. And you amazingly, you said yes. So thank you so much for your generosity.
You are always so generous with what you share with the community. This is going out to a little bit wider outside our community. So it's a great opportunity to share you with some of the rest of the world and share with some of the things that you're doing.
Jessica, are you happy to share a little bit about your practice, how you started, you know, the evolution of, you know, and you've had an amazing background from living all over the world and all sorts of things. So are you happy to share a bit about the context of what's led you to today?
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[Speaker 1] (5:54 - 8:56)
Yes, of course. Well, let me start with what I do now and then I sort of take you back a little bit. So I run a global leadership practice called Intact Teams, and it's truly global because we work with every corner of the planet.
And it's and it's been quite the journey. So let me take you back. When you you know, when you see my name and you hear me talking now, you probably think, oh, she's got a strange accent.
And I always have to explain where I'm from. Well, you know, you're calling me in Australia and Melbourne at the moment. I'm originally from Germany.
I grew up in Germany and lived there most of my life, but I haven't lived there for over 20 years. I've lived on this side of the planet for the last 20 years. I've lived and worked in New Zealand, spent some years in Sydney and in Melbourne before I moved to Hong Kong and Japan for six years where I worked and lived as well.
And now Melbourne is my home again. I've got a corporate background in operations and sales. Probably sales span the longer time for over 20 years in the commercial real estate industry.
Had a bit of a pivot in the into the hospitality industry as well, which taught me a lot about dealing with people and difficult people. And then in 2013, while I was working in Hong Kong, the way I got to running my own leadership practice really started with coaching. But I would like to say, actually, it started by fluke.
And the reason why I say this was I was leading large cross-cultural teams were growing the real estate company across Asia. And I was building the teams and developing the teams all across Asia. And I was really passionate about working with people.
But I needed additional tools to be able to maximize people's potential, help them to overcome challenges so they could be the best salespeople they could be. So I took a coaching course to become an accredited coach, but not to build a business, but for me to have some additional tools on how to develop leaders. But I was at the last day of my first three day workshop in my accreditation.
And whilst the first day was really difficult, it was something very new for me to coach people, you know, to ask them open questions and reflect and make it all about them and not about myself. And I almost gave up. I will never forget.
I said in my, you know, in my red Hong Kong taxi, it was raining like it usually does in Hong Kong. And I was like, I'm going to give up. I'm not going to do this anymore.
But, you know, on day three, I was sitting, you know, again in a taxi on the way home. I was like, this is what I want to do for the rest of my life. So I had this idea of starting a side hustle and coaching people in my own coaching practice back in 2013.
And I've run it as a side hustle. And now as a full time practice, working with people all over the world. So very humble beginnings out of a corporate role with a passion to develop leaders and help people, you know, to be happier and more productive.
Yeah, amazing.
[Speaker 2] (8:57 - 9:44)
So, you know, and that's I think so many people start that side hustle, particularly a lot of women who, you know, I mean, you're such a shining example of somebody who's been able to do that, then particularly working with large organizations and then being able to go, OK, well, I can start this. It doesn't have to be, you know, it wasn't a I think sometimes we can think it's so black and white. But in your case, in your journey, it was a bit more accelerator clutch.
Like you were so you're starting your practice a bit on the side. And then then what did you when you started that? Did you start did you go into your own practice straight away or was there some consulting or contracting type things that happened or was it all a bit of all of the above?
How did that sort of happen?
[Speaker 1] (9:44 - 11:37)
Yeah, it was a bit of all of the above, to be honest. Again, when I started coaching, I just wanted to practice and practice on my colleagues and my teams. And they then referred me to other people and they asked me, how much do you charge?
I wasn't even sure back then in the very early days. So I registered the business and started charging. So it was a true side hustle where in my free time I would coach people and I started to charge.
I then went into taking my full time job to a part time job. And I started acquiring my own clients, but also working as an associate for other leadership companies and the benefit of doing that. And I recommend this to people who consider building a coaching practice, but they don't want to just, you know, hang their corporate, you know, career on, you know, up on the headstand and working with other people, because I learned so much about myself, coaching practices, how to, you know, facilitate workshops, because now I facilitate, you know, transformational and leadership work workshops, 50 percent of what is what I do and 50 percent is coaching.
So it was a little bit of everything. And the shift then the plan was always I knew back then that I wanted to run this as my own coaching practice. I was envisaging, you know, sitting in a service office, you know, with employees, although that didn't turn quite out like that, which is a good thing now with my employees.
And we have a big team of facilitators at marketing and finance. And, you know, we're running this large leadership practice. So I already had this in mind, but also knew that I had to get there in my own way.
And it was too risky to just stop working. So it was full time job to part time job to contracting. And it was very much, you know, some of my own clients helping other leadership companies as an associate.
[Speaker 2] (11:38 - 11:58)
Right. And so then what happened? You you sort of decided, was there a moment that you went, right?
I've got to make this jump. And how did you how did you do that? Because that's, you know, so many of us have hit that wall.
And we go, OK, I mean, you know, I'm out. I just realized I can't I can't do it all.
[Speaker 1] (11:58 - 13:05)
Yes, absolutely. Well, to be honest, it came out, you know, in the middle of covid. Yeah.
So I was still contracting, you know, to a company where I was holding a sales role. And I just realized through covid actually from both sides. We said, you know, it's we get apart ways.
And it was sort of almost like the kick in the backside that I needed, but also then the confidence that I can do it because I had built up, you know, my practice to to this point where I knew I could support myself. But then twenty twenty one came. Yeah, we already had a year of covid and twenty twenty one was even more difficult.
I found being based in Melbourne, you know, with continuous lockdowns and, you know, the difficulties that all organizations were going through at that time. So it was actually a really difficult time to start. But I tend to jump into things like this where it's really hairy and difficult.
I'll sort it out. I'm a I'm a very optimistic person. And yeah, and I just yeah, I use the time really wisely, as you would recall, Jane, because in that time when we were in lockdown, I started writing my book, which was one of the things I did as well.
[Speaker 2] (13:06 - 13:06)
Yeah.
[Speaker 1] (13:06 - 13:07)
And which I've got.
[Speaker 2] (13:07 - 14:51)
Oh, what did I do with it? I have it just here. Oh, it doesn't matter.
Um, but I read it right here anyway. No, anyway, I must have I must have put it somewhere else anyway. Oh, good.
Um, yeah, because that's a really difficult time to start. I mean, difficult. But at the same time is, you know, I started my practice in GFC.
So it's like the same kind of thing is like, are you crazy? You know, like, yeah, kind of. But it's it's the whole thing when people kind of say, isn't it?
And where there's opportunities and there's people, you know, that's quite often when the most innovative time is. But what you had done, I think, in the lead up to that was that is your mastery is those relationships and just how you build. You know, you have stayed and remained connected with so many people over so many years and so much time, particularly because that's you've lived in six different countries and you've built, you've learned how to build relationships and maintain them for, you know, to be able to be so adaptable, you know, and which is a lot about what you talk about in your book, Lead the Future.
In terms of to go and then now to go to today and a bit of the work that you do today, are you happy to share a bit about the type of programs that you work, that you deliver today? So some of the leadership stuff. And as you said, we're talking global stuff.
We're not talking and you're doing this all from Melbourne, like the scale of what you're able to do and the people you're working with and talking to. Are you happy to share a little bit about how that works today?
[Speaker 1] (14:52 - 15:41)
Yes, of course. Yeah. So whilst, you know, I still facilitate the odd, you know, full day workshop, you know, focused on communicating and influencing, that still happens.
We are mainly focusing on transformational programs and they really span over six to 12 months. And by transformational programs, I mean working with a cohort, a group or an intact team of a medium sized to large organization and support them and help them with blended programs to make the transformation from where they are now to where they need to be. And it's all centered around leadership, lead change, lead self, lead others, lead change and lead the future.
[Speaker 2] (15:43 - 16:05)
So you're really coming from it like you can come in at any angle. You're coming in from a team level, the individual as the leader, the group of leaders, like even them, how they work together. Then you've got is so you're leading through to it.
You can do as much or as little as you need to. And leading really through to an entire cultural transformation. If you needed to.
[Speaker 1] (16:06 - 18:10)
And not just that, but in any part of the world. Absolutely. Absolutely.
Yeah. So we go from, you know, graduate programs, but even more so emerging leaders and high potential. So we're involved in a lot of those programs, female or women in leadership programs and senior leadership programs as well.
So quite often we get approached when there's a group of people who are team leaders and they lead, you know, so they lead a team or they lead a department and they their business needs them to step up to also lead the business. So it's all about these skills that matter now to be able to lead the future. And often we go back with the foundational skills because leadership as such hasn't changed.
But our landscape has changed. Yeah. And I talk about this in our book.
You know, we are impacted by global megatrends like, you know, our environment, like COVID was one event, for example, you know, changed landscape of generation. So in 2030, 75 percent of employees and workers are going to be millennials and Gen Z. We have to be able to, you know, to lead these these generations.
But also, of course, digitalization, technological advances and the future of work. So these hybrid workplaces right now, that's where our work sits, where we help leaders to step up and really, you know, boost their leadership skills they need and then adopt new leadership skills that are really required by the industry and by the community to truly lead the future. So leading with foresight, you know, leading change and mobilizing people, embracing technology, all of these new skills.
And in all of our transformational programs, some aspects and this learning is included in these transformational programs. It doesn't matter on on which level that is.
[Speaker 2] (18:10 - 20:14)
Yeah, just incredible the scale and and your global perspective that you're able to bring to that, because, you know, you totally get what it's like to try and manage people across those countries. You know, even before we got to COVID and remote workforces and things like that, Jessica, to go into then your practice itself. You know, so you've come on a pretty big trajectory just over the last few years, particularly coming now into your practice full time, particularly since COVID hit.
In terms of the methodologies and the, you know, some of the things that you've applied as part of, you know, being in the women with influence community, you know, and we met Jessica came to one of our dinners one night in Melbourne which was a long time ago. It seems like a long time ago now. But it feels like you're part of the furniture.
We just, you know, it's just it's been such a wonderful journey to see your practice grow and to see you really be able to drive it the way that you wanted it to doing your book last year. Then so working on your positioning, then, you know, even some of the things that you've done, like if I look at the, you know, when we talk about those four quadrants and building that platform that you've built between, you know, you're so consistent with your newsletters, your social media, you know, educating the market, getting out and being interviewed on podcasts and things like that. Mind you, you've also closed some really great stuff.
So you've got big programs being rolled out. You're juggling it all. We're going and you make it look so easy and effortless and that she's just gliding through it all.
And but I know behind the scenes and all the duck looks so smooth on the water and your little feet are going flat out. What have been some of the things that you have found in your practice that you've that have really helped you, you know, really elevate it to where you've where you've been able to build it to now? Like, is it whether it's those four quadrants, the positioning, was it like what have been some of the things that have been standouts for you that you've implemented?
[Speaker 1] (20:15 - 21:25)
Well, it's interesting that you say how we met, because I remember that night as well. I just thought I'm not I'm going to network with some amazing, you know, women who are, you know, like me, who run coaching practices. And you were so generous with the insights you gave me.
And you mentioned, you know, the four quadrants. And you mentioned some of the different bands coaching practices go through and what the right activities are in each band. And I was just, you know, gobsmacked.
I was like, I need to know more because this helps me. What my challenges actually were up until then were that I actually felt a bit lost in my coaching practice. I delivered really good work.
And they're staying close, you know, to my clients, knowing them really well, becoming part of their DNA. So I'm so close to my clients that they're ready to give me an email address. Yeah, they share so much of their own organization and their culture.
And that's really helpful for them. And for me to understand what are what are the organizational and cultural challenges and therefore how I can help. So that work was all right.
But I couldn't find a way to scale it.
[Speaker 2] (21:25 - 21:25)
Right.
[Speaker 1] (21:26 - 22:58)
Because I'm someone who's really optimistic and are trying to think out, I actually got sidetracked. I tried to be everything for everyone. You know, so I looked at, you know, everyone was doing online courses and, you know, creating self-paced digital, you know, educational courses.
And there was all sorts of stuff out there. And I didn't know where I was going. And in terms of positioning as well, you know, people are saying to me, oh, you should do programs for women returning to work after, you know, after having babies.
I'm like, oh, that sounds like I don't even have children. Right. So, you know, I got really sidetracked.
And what helped me with, you know, starting and joining your community and being part of some of your programs is being focused on how I can add value. So when we talk about positioning, it's not just about what you know, but it's about what you're passionate about and where you can add the most value. And staying true to your, you know, the strength, staying true to that.
It doesn't mean that you never, you know, add a program that you always wanted to do. But, you know, what was helpful for me was really, really focused on the kind of people and groups and markets I was adding the most value and I wanted to work with. And that is still to this day, business to business in, you know, in in organizations.
And then, you know, the the the other, you know, methodologies that helped me was then focusing on the right things at the right time. So our second meeting was then in Brisbane, where we had lunch.
[Speaker 2] (22:58 - 22:58)
Yeah, that's right.
[Speaker 1] (22:59 - 23:26)
Your brain and you talk exactly. You know. Gosh, it was hot that day, too.
I remember it being really hot. Oh, my gosh. I think we were sweating under the tablecloth.
That's right. That's right. And I had just come from a networking event where I had workshopped, you know, about different behavior styles and helped, you know, financial women in the finance industry to be able to influence, you know, people in the boardroom.
[Speaker 2] (23:26 - 23:26)
Yeah.
[Speaker 1] (23:26 - 24:29)
And you asked me, how are you going to get in touch with these people? Do you have a list? I'm like, yeah, I've got an Excel spreadsheet.
You're like, can I send them a newsletter? You get to stay in touch. And that's when I really understood, OK, I'm going to have to do this.
And I did it manually because I didn't have a system set up. But everything I put put in place was, you know, an email marketing system that works well and that's professional. So it was then about investing in the right things, but also then writing the right IP.
So, again, it helped me to, you know, do you be part of some of your programs where it was about being really prolific with getting ideas out of my head onto paper and then, you know, contacting my contacts, you know, on my list at the right time with the right content and really growing that and having some targets around that as well. I didn't quite understand that beforehand because I worked in organizations before and I had a marketing team doing this. When you run your own coaching practice, you're responsible for setting up these systems.
And that's been really helpful, you know, being being part and taking part in your programs.
[Speaker 2] (24:30 - 25:07)
Oh, it's great, Jessica, because, you know, what I love about you is you just go, OK, just show me what to do. Yeah, right. Yeah, I'll do that.
And off she goes. Then how did you go to 200 leads? Is that good?
So like some of the things, you know what? I think what is your real mastery is is that empathy that you have and that you've been able to really bring into your communication. And, you know, it shows up because, you know, as you write, as you go out to market, as you go, I'm going to put this webcast on.
I mean, you ran a webcast recently that you had what? 200 odd people register.
[Speaker 1] (25:07 - 25:07)
Yes.
[Speaker 2] (25:07 - 25:08)
Yes, that's right.
[Speaker 1] (25:08 - 25:35)
Yeah. Actually, we had 300 people register and close to 100 turned up. It was about turning the great resignation to the great retention.
And the content was spot on because, you know, HR leaders and people leaders are struggling with that at the moment. And it was amazing. So it was great copy.
It was great content. And, you know, again, I stayed in contact with many of them and we just won some business through just, you know, doing that webcast. So that was great.
Great.
[Speaker 2] (25:35 - 27:46)
So the four quadrants like you say, what I'm hearing is, is that the first thing was newsletter. Then even and here, you know, I remember that conversation was I don't even have a news mail newsletters. I'll just send it out by my email.
Like you just got on with it. Like you're just to get on with it kind of person. And, you know, the fact that you just grasp that went right.
So newsletter is a foundation or that EDM or staying in contact with those people and was the first one. Then finding some, you know, Michael Port book yourself. So it talks about always having something to invite people to.
So, you know, so you have your webcast, like you've got ways that people have been able to come into your world. You've been able to build your list, give them great value. The same experience you had when you came to the dinner is that, you know, come along, you know, here's some things you might find useful.
If you want some more help, we're here. If not, that's OK. So that lightness that you've been able to do that at scale because you're global, you know, being able to go, well, Jessica can't run a dinner necessarily all the time.
She could, but she's got a global business, which is quite different again. So being able to have something that's accessible for people all over the world, you've run things on different time zones. You know, and I was just like, oh, I ran a workshop at 11 o'clock last night.
And, you know, so then on top of that, you've got your content that's going out. You have your social media content. So you've been able to, I think what's noticeable is that you're making your practice work for you in the way that you need it to work.
And just working out out of those four quadrants, you've got the SEO and LinkedIn profile build and all that sort of stuff. But the visibility with being found and the referrals, you know, thank great. Thank you.
Things and all that sort of stuff is that it sounds like along with that, with your book and the positioning is being able to define out of those things what you need. That's just right for you. Is that right?
That you said it's like you just sort of really looked at, OK, well, these are the key principles and here's my version. Here's the Jessica Schubert version of that. Would that be right?
[Speaker 1] (27:46 - 28:57)
Yeah, absolutely. And it's being able to, you know, build all of these activities up and being confident to doing them and then scaling up and scaling down and scaling sideways for me. And the last, you know, the first two years of, you know, running my coaching practice or leadership practice full time, it was all about activity now.
So I invited people. I had Facebook lives. I had webcasts.
I did breakfast when we could go back into the world again. You know, I was part of different, you know, communities as well where I was speaking and and helping and doing masterclasses. Now that we're very busy and we have a lot of delivery, the challenge for everyone who runs a leadership or coaching practice like I do will notice then, oh, my God, I'm delivering now.
There is so much time that I spend on just working with clients. You know, how do I keep on the cadence of still business development? So the activities you then do have to change and because you can't go out and do lots of webcasts, but we still build lists.
So we, you know, we're posting and, you know, as you said, we're using SEO and reaching out to the clients we have.
[Speaker 2] (28:57 - 28:58)
Yes.
[Speaker 1] (28:58 - 29:24)
And asking for referrals and now focusing more on positioning the business rather than just activity. But this could this could come again as well. You know, so we're staying in that cadence as well.
Always mindful of what's happening in the coaching practice. Probably about six months or so out. I've got bigger dreams and goals.
But what's happening? You know, we always look ahead sort of the next six or 12 months. Yes.
[Speaker 2] (29:24 - 29:31)
And so speaking of that, where is your practice going? Like, what's the vision for you and your practice? What's next for you?
[Speaker 1] (29:33 - 30:21)
Well, that's a really good question. I'm actually quite happy with the way we run it now and the way it's going. And what I mean by that is I love running a coaching practice that's really lean.
So my original idea of having an office full of employees after that idea a long time ago when I first met you, but I do have support. And that was another real turning point in my practice as well. And again, we spoke about this in a coaching session where I really needed support, you know, in terms of, you know, social media systems, calendar management and all those tasks where, you know, I could not longer focus on and it wasn't worth it.
Yes. So I've got some some help there now as well in bookkeeping and all that stuff. Well, that's stuff I'm not good at, right?
Yeah.
[Speaker 2] (30:21 - 30:52)
Well, we're going to it's all about keeping you in your genius. That's coming out with your thought leadership and your IP and all those great ideas that are sitting there. You know, the more that we can keep if you can get the support and the systems, as you say, is that you can stay out front.
Just keep running and everybody else is coming behind you. So if you had your time again, Jessica, if you go back to when you started your practice and through to now on reflection, is there anything that if you had your time again that you'd do differently?
[Speaker 1] (30:55 - 31:46)
If I had my time again, I would. Not get so sidetracked early on. I think one of the challenges that I've had and I see other people, in particular women who start running their own practices that we tend to look at other people and what they do.
And we get this fright of, oh, my God, they're amazing. They're running, you know, a practice that's much larger. Their IP looks amazing.
They've got all of this stuff done. And they, you know, driving a certain revenue. You know, it's great to learn from others.
And that's what I love about the women with influence community. We're all at different stages, but we share and we learn. And I wish I wouldn't have gotten so sidetracked and tried to be everything to everyone.
[Speaker 2] (31:47 - 31:47)
Right.
[Speaker 1] (31:47 - 32:55)
Or, you know, put this pressure on. Oh, my God, I'm going to have to, you know, rent an office and, you know, hire people and thank God I never did this. But I was sort of on the path going in the completely wrong direction.
And I'm sort of, you know, I caught myself, you know, with your help and went in the right direction. So if I had my time, I would do that earlier. And I would just start those three things.
Yeah. Write a newsletter, get an email marketing tool. It's you know, they are free tools out there.
It's not expensive. It doesn't have to be, you know, the the most expensive tool. And start, you know, writing your own IP and getting some, you know, some social media traction done as well.
And and do that religiously and start that. And, you know, start doing those activities like webcasts and invite people to, you know, events, but the right the right people to the right events a bit earlier. So those three main things that really helped me to, you know, get activity going and get the first, you know, leads and also build some, you know, some really good IP.
Yeah, I wish I would have done that earlier.
-
Right. And if someone was watching this or listening to it or reading the chapter in the book and, you know, they're saying, oh, Jessica, when she started is where I am. You know, they're looking at me.
I want to be Jessica when I grow up. What advice would you have for them if they were starting their practice? Not even necessarily starting, but let's say they're sort of, you know, even a year or two in.
And they're they're at that stage where they're going, I don't know. I just feel stuck. Something's not quite right here.
I've got a few clients, but struggling to probably increase my pricing. And I want more people to come through, you know, if they're that sort of year or two in because you sort of starting to deal with you, what you realize, you you you know that this now you're getting into the things that you didn't know that you didn't know. What advice would you have for them?
Well, I would look at it.
[Speaker 1] (33:56 - 36:42)
You know, from sort of two different areas. So the first part is actually that, you know, your mindset and believing. That you already add value, right?
I don't overthink. Of, you know, changing necessarily the work that you're doing, you know, believe that you're adding value and focus on. Focus on that, focus on what you're good at, focus on your purpose, so be really clear on who you are, what your coaching practice stands for.
You taught me a long time ago to, you know, create what's your big word and what would be you know, what would people do differently after they've worked with you and get clear on those messages? And that's not just that you can put it on your website, but it's also clarity for yourself. And I find when I talk to people that are, you know, just at the beginning of their, you know, their business or their coaching practice or their, you know, career, even that they're not quite clear on how they add value, what their strengths are and who they are.
And we all know that if people want to know you and trust you and buy from you or get you in, they need to know who you are. And you have to be able to tell them what you bring to the table. That's not that's the same if you work in an organization or if you have your own practice.
So get really clear on that and get some help and enroll in a course where, you know, you can create that narrative around it. But it's all about that mindset that you're already, you know, adding value. You don't have to reinvent yourself.
No, but then it's going to spell it out a little bit more. Spell it out a bit more and make it then easy, you know, for others to buy you as well. And that work, that writing, that IP comes from that kind of work to start off with.
Yes. So sort of, you know, mindset and confidence and getting yourself out there. Yeah.
And then, you know, be brave and be brave and have big dreams. But narrow it down to three things you want to do really well. And that's what I did.
I knew that I needed to increase my list. I needed to be able to, you know, get in touch with people and stay in touch with them. Now, I don't know where where this, but, you know, people who don't know you need to hear from you about 10 times now before they trust you.
And then get in contact with you. No one is going to, you know, jump on LinkedIn and see you and go, oh, we're going to, you know, buy a transformational leadership program. There's all these, you know, there's all these engagement points that people go through.
So start that straight away and do three things that will help you to, you know, scale, you know, the business really well and do the right activities. That's great. I love that.
That's such great advice.
[Speaker 2] (36:43 - 39:35)
So big things are mindset. And be brave. And I love that those three things, because it can just feel like, there's this just never ending list of things that need to be done.
And it can be so overwhelming. But even just I love that. Even just don't.
What are the three things that are going to really grow my practice? Even just getting those things right and just showing up list who the people on the build list. We get who's going to go on that list and then work out the routines of how you're going to stay in contact with them and then showing up consistently the ten pieces.
It's that ten touch points to do that as well. And I loved and you've said that repeatedly, particularly newsletter IP consistency, having things to invite people to the events you've done face to face and the webcast. So, you know, your practice, you've done so much work on the foundations of your practice and you've really got those your I think of Germans and their engineering, like, you know, they're just so good at getting the foundations of, you know, that quality foundation in there.
And you've done so much work on that. And your practice is now flourishing. You are on this trajectory.
I mean, the clients, programs, all the things you're working on. And, you know, I know you're so well respected as a coach. You see, you know, everything that you're putting out there and you're really, you know, leading the way and setting the standard.
Like this is this is, you know, really showing how it's done. And that exceptionality that we talk about is about, you know, really finding what that is that makes you different. And like you said, is you're already doing it anyway.
It's just that sometimes we're not valuing it enough is we go, oh, well, you know, isn't that what kind of what everyone does? So valuing that, that uniqueness and being able to say, well, this is what I bring to the table for people to be able to work with you and then going, OK, well, now it's about improving. And like you said, with your practices now, it's just making it better.
So huge. And and I think sometimes we can overcomplicate it. I love what you said before about you see all these distractions of, OK, I'm building online courses and OK, now I'm over here and I'm doing podcasts.
OK, now I'm over here. And OK. And then you lose all that momentum, all that energy.
And you dig a lot of shallow holes. Like I always think it's like a bit like a it's like a field and you go, OK, I'll I'll dig for a little while and there's nothing there. Then I'll go over here and I'll dig for a little while and there's nothing there.
So, you know, having that plan and a strategy and, you know, you have just followed that to the letter. So well done on. And, you know, but you've made it yours.
You've made it your version of that, which is really great to say. So so if people want to follow you, they, you know, want to jump on, where are they best to go? Do you want them to go to your website or social media?
[Speaker 1] (39:36 - 39:51)
Yeah. Website is always good. It's www.intechteams.com.
Email address is Jessica at intechteams.com. And Jessica Schubert just on LinkedIn are probably the main the three main contact points for us.
[Speaker 2] (39:51 - 40:59)
It's terrific. We'll jump on Jessica's website. Make sure you sign up to her newsletter so you can see the amazing things that she's doing.
She's applying the methodology to her practice and what her practice needs. So the whole expert influence and methodology is not about, oh, my gosh, hurry up and you've got to do it all. It's being strategic, thinking about the resources you have, the markets that you have, how accessible they are, what you need to do to create that access and just working out the sequence of the activity.
And as Jessica said, she just started. She didn't even have a newsletter system. She just got it out.
I remember I've still got the newsletter is that, you know, don't let these things hold you back. But to start is what I love is that even, you know, we have all these excuses and reasons why we can't start things. And you just started.
And so huge credit to you, Jessica. We look forward to seeing more of your journey. We'll be waving by the sidelines going, remember us when you're famous, Jessica.
You're doing an incredible job. So well done. And thanks again for being part of part of the podcast today.
Thank you, Jan.
[Speaker 1] (40:59 - 41:00)
Thank you for having me.
