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<v Speaker 1>Welcome to the Becoming You Show, where limits get torched

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<v Speaker 1>and possibility takes the mic. I'm lea rowing human in

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<v Speaker 1>permanent beta, neurostrategist, mom to three amazing humans, married to

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<v Speaker 1>one legendary soul, and your no fluff permission slate to

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<v Speaker 1>stop waiting. Every week, we rewire brain patterns, smash hand

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<v Speaker 1>me down mindsets, and die into the daring identity shifting conversations.

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<v Speaker 1>Most people gosh ready to turn potential into proof. Grab

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<v Speaker 1>your pen. Your next chapter starts now. Welcome to the

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<v Speaker 1>Becoming You Show. I'm your host, Leah Rolling, and I'm

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<v Speaker 1>so excited to have you on the show. So welcome,

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<v Speaker 1>my beautiful friend. I want to start with something for

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<v Speaker 1>this conversation that you're not gonna love, and then I'm

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<v Speaker 1>going to spend the rest of this episode turning it

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<v Speaker 1>into what I'm hoping is the best news that you've

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<v Speaker 1>gotten all month, all year, maybe in a decade. So

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<v Speaker 1>what if what if you've been circling the same thing

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<v Speaker 1>for months now, maybe even years, You've named it, you

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<v Speaker 1>understand it. You can explain it to me right now,

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<v Speaker 1>Like if me and you were on a call together,

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<v Speaker 1>you could explain it to me right now, in perfect detail,

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<v Speaker 1>with all the reasons and all of the context, and

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<v Speaker 1>I would nod right because it's a really good explanation.

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<v Speaker 1>And yet you are still standing in the exact same

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<v Speaker 1>spot you were standing in when it started. And somewhere

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<v Speaker 1>in there right you started wondering, maybe, if you're like

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<v Speaker 1>me and my other clients that I get to work with,

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<v Speaker 1>what's wrong with you right? Why everybody else can figure

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<v Speaker 1>this out? Why you know exactly, I mean exactly what

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<v Speaker 1>the problem is and you still can't move. So I

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<v Speaker 1>want to say this early because I think it's It

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<v Speaker 1>might just take forty pounds off your chest. If you,

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<v Speaker 1>my beautiful friend, have clearly identified the problem, you could

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<v Speaker 1>articulate it to me, and you still can't move, You

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<v Speaker 1>still feel very stuck. There's a really, really good chance

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<v Speaker 1>that you've named the wrong problem right. The thing that

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<v Speaker 1>you're trying to solve was never the real problem. And

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<v Speaker 1>that's why all of your efforts, all of your hours,

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<v Speaker 1>all of your hard work, your blood and your sweat

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<v Speaker 1>and your tears doesn't seem to be moving it. So

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<v Speaker 1>I want to get specific with this because I want

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<v Speaker 1>I want you to find yourself in here, in this

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<v Speaker 1>conversation somewhere, So let's see. Maybe you think the problem

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<v Speaker 1>is your team, right. Maybe you think it's your team

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<v Speaker 1>they don't take ownership. You've got to check everything, right,

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<v Speaker 1>if Leah, if I could just find good people, everything

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<v Speaker 1>would be different. Maybe you find yourself with that being

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<v Speaker 1>the problem that you think is the problem. Maybe you

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<v Speaker 1>think it's marketing. Right, nobody's seeing you. The algorithm changed, right,

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<v Speaker 1>you need you need a better hook, you better, you

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<v Speaker 1>need better content, you need a better strategy. You need

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<v Speaker 1>you need another marketing agency. Right, you think that's the problem.

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<v Speaker 1>Maybe you think the problem is your adds right, they're

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<v Speaker 1>not converting right, cost per late is up. You need

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<v Speaker 1>a whole new agency, a whole new funnel, and a

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<v Speaker 1>new landing page, a new niche, a new career. Maybe

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<v Speaker 1>you think the problem is you're weak, right, how much

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<v Speaker 1>you actually weigh and you believe that once you lose it,

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<v Speaker 1>then you'll show up, Then you'll put yourself out there.

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<v Speaker 1>Then you'll be the version of yourself that you keep

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<v Speaker 1>like thinking about. Maybe it's your health, maybe it's your energy,

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<v Speaker 1>maybe it's your sleep. Maybe maybe if you just felt better,

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<v Speaker 1>you'd finally do the thing or maybe it's money or time,

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<v Speaker 1>or your spouse or the market or your kids' schedule.

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<v Speaker 1>You guys have heard them all. Maybe it's the certification

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<v Speaker 1>that you still feel like you need before you are

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<v Speaker 1>qualified to start. And here's what makes all of this

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<v Speaker 1>so sneaky. Every single one of those right, can be true. Absolutely,

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<v Speaker 1>every single one of those can be true. Not one

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<v Speaker 1>of them is a lie. But true and real are

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<v Speaker 1>two different things. I'm gonna say that again, True and

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<v Speaker 1>real two different things. Something can be completely factual and

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<v Speaker 1>still not be the thing that's actually the problem. Right,

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<v Speaker 1>so many of us are working really really hard to

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<v Speaker 1>solve a problem that we've already decided is the problem.

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<v Speaker 1>We're sure about it, just as I opened right, You've

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<v Speaker 1>got it labeled right. We try a solution, it doesn't work,

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<v Speaker 1>We try another, and then we slowly decide that the

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<v Speaker 1>problem is just really hard, or or we're not capable,

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<v Speaker 1>or we make it mean something about our own worth,

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<v Speaker 1>or the timing is wrong, or maybe this isn't what

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<v Speaker 1>you're cut out for. But most of the time, the

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<v Speaker 1>problem that you named isn't actually the problem. You can

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<v Speaker 1>be the hardest person, the hardest working person in the room,

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<v Speaker 1>and get absolutely nowhere if you're working on the wrong thing.

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<v Speaker 1>And that's the part that I want you to hear today.

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<v Speaker 1>The stalling, the lack of progress is not a character flaw.

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<v Speaker 1>The stalling the lack of progress is information, right, and

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<v Speaker 1>it's telling you that you haven't found the real problem yet.

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<v Speaker 1>Just ask me how.

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<v Speaker 2>I know.

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<v Speaker 1>Okay, so I will get a solution to But why

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<v Speaker 1>do we do it anyway? Why do we Why do

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<v Speaker 1>we grab on to the wrong problem and we hold

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<v Speaker 1>onto it so tightly. When I share this, this epiphany

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<v Speaker 1>with my clients, you would think that it would be amazing.

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<v Speaker 1>You would think it would be great. You would think

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<v Speaker 1>that there would finally be an answer as to why

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<v Speaker 1>it is that all the work that they're efforting was

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<v Speaker 1>going for nothing. But yet they don't. They resist releasing

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<v Speaker 1>that the problem that they were so that they white

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<v Speaker 1>knuckled isn't actually the problem, right, And here's why, Because

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<v Speaker 1>the wrong problem is safer. That's it, that's it safer.

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<v Speaker 1>That's the whole reason. Right. The problem we name out

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<v Speaker 1>loud is almost always the one. And I want you

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<v Speaker 1>to consider this, and I'm sharing it with so much

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<v Speaker 1>love and compassion. On this side it's the one that

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<v Speaker 1>lets us off the hook. It's the circumstance. It's the situation.

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<v Speaker 1>It's it's the other person, it's the market, it's the timing.

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<v Speaker 1>It's the thing out there that we actually can't control,

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<v Speaker 1>which means it's the thing that even if we tried

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<v Speaker 1>and efforted, there's really nothing that we can do about it. Right,

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<v Speaker 1>we get to be frustrated with it, we get to

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<v Speaker 1>feel like we're wrestling with something really hard. We never

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<v Speaker 1>have to touch the real one, because the real problem,

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<v Speaker 1>the one underneath you, usually asks something of us, something

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<v Speaker 1>of us, something that is a thousand percent in our control,

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<v Speaker 1>that does not feel safe, that feels very scary. Could

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<v Speaker 1>be a belief that we're protecting. It could be a

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<v Speaker 1>fear that we don't want to look at. It could

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<v Speaker 1>be a decision that we don't want to make. It

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<v Speaker 1>could be a truth about ourselves that we'd rather not

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<v Speaker 1>say out loud. The real problem, my friends, rarely ever

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<v Speaker 1>ever ever out there. It's always in here. It's always

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<v Speaker 1>in here, and in here is scarier. So we keep

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<v Speaker 1>our eyes fixed on out there and call it problem solving.

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<v Speaker 1>Most of the time, the circumstance is not the problem.

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<v Speaker 1>As you know I teach on this show, it's not

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<v Speaker 1>the circumstance. It's not the situation. It's not the team,

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<v Speaker 1>it's not the market, it's not the time, it's not

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<v Speaker 1>the money, it's not any of that. Your thoughts about

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<v Speaker 1>that are the problem. We can work for years and

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<v Speaker 1>years and years and years on trying to change a circumstance,

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<v Speaker 1>and we do all to avoid a twenty honest minutes

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<v Speaker 1>with the thought with ourselves, which brings me to kind

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<v Speaker 1>of the thesis, if you will, of this conversation, right,

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<v Speaker 1>you are not overwhelmed. You're just not You are under clear.

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<v Speaker 1>So I want you to sit with that for a second,

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<v Speaker 1>because it reframes your whole experience. We feel overwhelmed, so

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<v Speaker 1>we treat overwhelmed like it's the problem. Right, We rest,

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<v Speaker 1>we take things off our plane, we wait for a

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<v Speaker 1>calmer season, and none of it actually works because overwhelm

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<v Speaker 1>was never the real thing either. Overwhelmed is what uncertainty

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<v Speaker 1>feels like when you don't know what the actual problem is.

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<v Speaker 1>Everything feels like the problem. You can't tell what matters

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<v Speaker 1>and you can't tell what doesn't, so you carry this

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<v Speaker 1>whole tangled mess. And so The answer to overwhelm is

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<v Speaker 1>almost never do more, and it's almost never just rest.

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<v Speaker 1>The answer is get clear. And how do we get clear?

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<v Speaker 1>We get clear on the real problem in one sentence,

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<v Speaker 1>what is the real problem? And then when we get

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<v Speaker 1>clear on the one sentence problem, the pile in this

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<v Speaker 1>mess of entangledment shrinks down to the one thing, to

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<v Speaker 1>the one thing, and you can move on one thing.

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<v Speaker 1>What we can't move on is this tangled mess of

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<v Speaker 1>confusion and uncertainty. So we need clarity. We need to

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<v Speaker 1>get clear on the one thing, and we can just

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<v Speaker 1>leave the tangled mess. I promise you will forever be

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<v Speaker 1>a tangled mess. We could just set it down, access

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<v Speaker 1>the sentence. So how do we find that sentence? How

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<v Speaker 1>do we find this real sentence? You get curious, you

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<v Speaker 1>get honest, You keep asking past the comfortable answer. Right.

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<v Speaker 1>Here's the practice. When you name your problem, the one

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<v Speaker 1>that you're so sure of, the one that people bring

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<v Speaker 1>to me, you ask another question, right, And this is

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<v Speaker 1>the question you ask, is this actually the problem? Or

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<v Speaker 1>is this the thing I'm pointing out so I don't

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<v Speaker 1>have to look at the real one? And then you

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<v Speaker 1>wait for the honest answer. Got the fast one. Right,

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<v Speaker 1>You're going to want to think that the answer is

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<v Speaker 1>outside of you. So the minute you go outside of yourself,

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<v Speaker 1>you want to bring it back to yourself. The answer

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<v Speaker 1>cannot be outside of you. If the answer is outside

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<v Speaker 1>of us, we're screwed because we will forever be at

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<v Speaker 1>the mercy of circumstances, situations, other people, teams, markets, whether time, money.

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<v Speaker 1>The problem is always internal, right, So if you allowed

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<v Speaker 1>yourself to go outside of yourself, just bring yourself back in. Right.

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<v Speaker 1>What if I'm the problem, you want to be Trust me,

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<v Speaker 1>you want to be the problem because if you're the problem,

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<v Speaker 1>guess what else is true? You're also the solution. If

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<v Speaker 1>we're waiting. If we think out here is the problem,

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<v Speaker 1>then we have to wait for them to find the solution. Right.

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<v Speaker 1>So you just keep asking, and you keep going, and

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<v Speaker 1>you keep asking, Okay, what's the problem with that? And

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<v Speaker 1>then what's the problem with that? And then what's the

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<v Speaker 1>problem with that? And you just keep peeling it away

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<v Speaker 1>and you'll know you'll hit it because it'll have a

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<v Speaker 1>bit of a charge to it, and you'll want to

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<v Speaker 1>avoid and you'll want to get distracted in the pointing

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<v Speaker 1>fingers outside of yourself, and it's okay that you want

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<v Speaker 1>to do that. Just hold space for yourself, bring it back,

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<v Speaker 1>bring it back to your self. Okay. Once you have

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<v Speaker 1>the charge, you'll know that you landed on something that's true.

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<v Speaker 1>And then from that that is where the work begins.

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<v Speaker 1>That is where the work begins. Okay. So I want

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<v Speaker 1>to walk you through what this actually looks like so

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<v Speaker 1>that you can see it and maybe maybe you can

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<v Speaker 1>find some relatability into these scenarios that I'm going to

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<v Speaker 1>bring forward to you, and know that I'm bringing forward

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<v Speaker 1>them to you so that you can get clear on

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<v Speaker 1>what the actual problem is, not to discount how you

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<v Speaker 1>currently feel about it. I hold beautiful space for the

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<v Speaker 1>pain and suffering and frustration and discouragement that you're navigating. Okay,

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<v Speaker 1>but there is a different path. But the path has

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<v Speaker 1>to be clear. It has to be clear. Okay. So

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<v Speaker 1>let's just say the problem that you've named is time,

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<v Speaker 1>because everyone seems to think that they have a time issue. Okay.

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<v Speaker 1>So then you ask, what's the problem with not having

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<v Speaker 1>enough time? Well, everyone needs me or I'm the only

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<v Speaker 1>one who can do these things, okay, and what's the

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<v Speaker 1>problem with that? Well, if I let somebody else do it,

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<v Speaker 1>it won't get done right, and then I'll just have

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<v Speaker 1>to fix it anyway. Interesting, Okay, And what's the problem

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<v Speaker 1>with that? Right? I can't trust anyone with the things

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<v Speaker 1>that actually matter, okay, And what's the problem with that? Well,

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<v Speaker 1>if I'm the one holding it all together, and if

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<v Speaker 1>I'm not the one that everyone needs that, I'm not

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<v Speaker 1>sure I'm even worth having around here? There it is, right,

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<v Speaker 1>feel how completely different that is from I don't have

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<v Speaker 1>enough time. The problem was never the time. We all

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<v Speaker 1>have the same twenty four hours as every single person

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<v Speaker 1>that you know. The real problem, right, was a quiet

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<v Speaker 1>belief that your value is tied to being needed, to

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<v Speaker 1>being indispensable, to holding everything so tightly that nobody could

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<v Speaker 1>question whether you belong, that you negotiated your time for

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<v Speaker 1>your value. And here's here's the truth, friends, No calendar,

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<v Speaker 1>no calendar app, no AI on earth is going to

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<v Speaker 1>fix that, which is exactly why you've probably tried six, seven, eight,

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<v Speaker 1>ninety ten different calendars and you're still drowning. You're still drowning.

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<v Speaker 1>Let's do a couple more, because I think I think

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<v Speaker 1>by doing more, you'll have all of a sense. So

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<v Speaker 1>these are all ones. Just again, the clients have brought

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<v Speaker 1>to me, So let's talk about the ads, right, this

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<v Speaker 1>is the real one, like I like literally I just

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<v Speaker 1>had a client just Friday. It was a practice owner.

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<v Speaker 1>He needed new patients in the door. That was his

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<v Speaker 1>entire frustration. That was his problem. I need new patients

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<v Speaker 1>in the door, and my ads are not working. This

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<v Speaker 1>agency is not working, right, His entire frustration, his whole

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<v Speaker 1>overwhelmed friends, was writing on whether or not the agency performed.

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<v Speaker 1>That was the problem. He'd named the ads. Okay, so

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<v Speaker 1>let's peel it. What's the problem with the ads? Well,

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<v Speaker 1>they're not converting, leah. And what's the problem with that, Well,

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<v Speaker 1>we're not getting enough new patients. Okay. And what's the

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<v Speaker 1>problem with that? Well, if if they don't fix it,

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<v Speaker 1>then I'm stuck. His entire sense of whether things were working,

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<v Speaker 1>of that land we're working or not was sitting inside

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<v Speaker 1>something that he does not control. So here's what I

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<v Speaker 1>got to ask him, what in this can you actually own?

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<v Speaker 1>And that's what I'd ask you to do with whatever

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<v Speaker 1>problem that's coming to mind as you're navigating and in

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<v Speaker 1>this conversation with me, what is the problem that you

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<v Speaker 1>think would be the problem. And what about that problem?

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<v Speaker 1>Is yours to own today, now, tomorrow night, when a

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<v Speaker 1>season gets easier today, what in this can you actually own?

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<v Speaker 1>Because to my clients, you cannot control how that an agency performs. Sure,

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<v Speaker 1>you could influence some of it, you could be a

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<v Speaker 1>good partner, but you cannot control it. What you can

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<v Speaker 1>control is what happens when a patient does walk through

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<v Speaker 1>your door and sits down in your chair. That you

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<v Speaker 1>own completely. And then the real question after that is

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<v Speaker 1>are you doing that to the very best of your ability?

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<v Speaker 1>And when I asked him that question, he knew that

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<v Speaker 1>he wasn't. Most of us aren't. But that's exactly where

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<v Speaker 1>your power lives, not in the thing that you've been

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<v Speaker 1>frustrated about, in the thing that you've been quietly neglecting,

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<v Speaker 1>because we were so busy being frustrated about the thing

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<v Speaker 1>that you don't control. Team, the team, I hear this

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<v Speaker 1>a lot. They don't own anything, Leah. I have to

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<v Speaker 1>check everything. Okay, what's the problem with that? Right? Well,

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<v Speaker 1>if I don't check, it will be wrong. And what's

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<v Speaker 1>the problem with that, Well, it comes back on me,

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<v Speaker 1>And what's the problem with that? Well, I already have

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<v Speaker 1>so much on my plate, and what's the problem with that? Well,

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<v Speaker 1>if I have to do it all on my own,

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<v Speaker 1>then I'll never scale, I'll never hit I'll never be

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<v Speaker 1>able to have a sustainable business model. I'll never hit

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<v Speaker 1>that multiplier, and I'll never get where I said I

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<v Speaker 1>was going. And what's the problem with that? My legacy

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<v Speaker 1>won't be fulfilled? Okay, okay, So legacy fulfillment is the problem,

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<v Speaker 1>the team distraction, right, And once, once we can figure

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<v Speaker 1>out what the legacy problem is, right, then we can

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<v Speaker 1>get we can get really curious about the real problem,

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<v Speaker 1>which is why you have not learned to replace yourself. Right.

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<v Speaker 1>If you want a legacy, if you want a sustainable

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<v Speaker 1>business model that has a that has a multiplier to it,

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<v Speaker 1>you've got to be replaceable. But you cannot be the

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<v Speaker 1>only one creating results. At some point in time, leadership

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<v Speaker 1>stops being about how much you can produce and starts

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<v Speaker 1>being about whether or not you can lead your people

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<v Speaker 1>to produce. And that requires you to let go, That

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<v Speaker 1>requires you to transition yourself, That requires you to replace

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<v Speaker 1>yourself into the next level. The team is not what's

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<v Speaker 1>capping you. Your unwillingness to be replaceable is what's capping you. Right,

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<v Speaker 1>So let's talk about all the excuses, because this is

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<v Speaker 1>where people get stuck in this loop forever. When you've

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<v Speaker 1>named the wrong problem, you will stall out. And because

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<v Speaker 1>you're stalling, you'll reach for a reason. I don't have time,

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<v Speaker 1>I don't have the resources, right, I need to learn

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<v Speaker 1>more first. Now's not the right season. Okay, every one

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<v Speaker 1>of those sounds completely reasonable, and that's exactly what makes

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<v Speaker 1>them work. A good excuse is just a true enough

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<v Speaker 1>statement standing in front of the real problem so you

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<v Speaker 1>don't have to look at it. And confusion one of

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<v Speaker 1>the most comfortable excuses of all. Confusion is often a

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<v Speaker 1>choice that we make because it's more comfortable than deciding.

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<v Speaker 1>And as long as you're confused, you're off the hook.

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<v Speaker 1>You don't have to act, act, you don't have to ask,

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<v Speaker 1>you don't have to risk, you don't have to be

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<v Speaker 1>wrong because you're still figuring it out. Confusion feels like

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<v Speaker 1>working on it, but it's actually just a really sophisticated

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<v Speaker 1>way of not working on it. So here's what's waiting

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<v Speaker 1>on the other side of clarity, right, Because it's the

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<v Speaker 1>reason it's worth the discomfort. The moment you name the

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<v Speaker 1>real problem. Like I said, the pile shrinks, the noise

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<v Speaker 1>strops that low hum of overwhelm and uncertainty that you've

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<v Speaker 1>been carrying, right, the thing that makes everything feel urgent

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<v Speaker 1>and also impossible quiets down because you finally know what

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<v Speaker 1>you're dealing with, the one sentence problem. The real thing, however,

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<v Speaker 1>hard is so much lighter than a thousand vague ones,

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<v Speaker 1>all all entwined in a nott. And when that happens,

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<v Speaker 1>you get your energy back right, Carrying a tangled mess

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<v Speaker 1>that you've been trying to sort out and wondering why

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<v Speaker 1>you're not making progress is exhausting. Get clear. All that

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<v Speaker 1>energy comes back, and now you can point it something okay,

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<v Speaker 1>Because once you have the real problem, you don't need

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<v Speaker 1>a whole plan. You need the right next action, one

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<v Speaker 1>action that actually matches the real problem. Right, because think

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<v Speaker 1>about what most of us been doing. We have been

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<v Speaker 1>taking action on a problem that was never the problem,

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<v Speaker 1>real action, for sure, hard action, expensive action sometimes even,

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<v Speaker 1>and then wondering why we still feel stuck, why we're

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<v Speaker 1>still not making the progress that we want, and getting

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<v Speaker 1>more and more confused about what to do next. Again,

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<v Speaker 1>the confusion makes sense. Of course, you don't know what

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<v Speaker 1>to do next. You've been acting and taking steps efforting

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<v Speaker 1>a wrong problem. So nothing you do land and nothing

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<v Speaker 1>will land, And so you stop trusting yourself, You stop

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<v Speaker 1>trusting that you are the asset. But when the problem

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<v Speaker 1>is right, the next action gets really obvious, and it's

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<v Speaker 1>usually really small, and it's usually uncomfortable, and it's usually

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<v Speaker 1>sitting right there in front of you.

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<v Speaker 2>Right.

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<v Speaker 1>So, if the real problem is that you haven't asked anybody, right,

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<v Speaker 1>that's the problem. People are telling me about their ads

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<v Speaker 1>not working or their marketing is not working, and they've

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<v Speaker 1>tried everything and nothing works. I will ask, how many

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<v Speaker 1>asks have you asked? What if you don't have a

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<v Speaker 1>business problem, you have an offer problem, how many of

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<v Speaker 1>you asked? Okay, the right next action is one ask

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<v Speaker 1>today today? If if the real problem is that you

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<v Speaker 1>cannot replace yourself, right, it's handing handing over one thing

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<v Speaker 1>to one person and not taking it back ever. Right.

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<v Speaker 1>You don't need the whole trip mapped, You just need

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<v Speaker 1>the one next step. Right. So clarity is a decision.

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<v Speaker 1>We treat clarity, and this is something that I'm going

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<v Speaker 1>to end this conversation with. We treat clarity like it's

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<v Speaker 1>a feeling that's supposed to arrive, like one day we'll

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<v Speaker 1>wake up and we'll just feel clear, and then we'll move.

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<v Speaker 1>And so we wait and we wait to feel ready,

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<v Speaker 1>to feel sure, to feel clear. And the waiting is

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<v Speaker 1>the trap, because that feeling is not coming to rescue you.

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<v Speaker 1>Clarity isn't something you wait for. It is something that

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<v Speaker 1>you decide on. It is something that you choose so

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<v Speaker 1>you get clear the same way you get anything else

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<v Speaker 1>worth having. On purpose. You sit down, you ask the

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<v Speaker 1>honest questions, right, you separate what's actually happening from what

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<v Speaker 1>you can own about it. What in this can I own?

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<v Speaker 1>Feel past the comfortable answer, and you get you get,

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<v Speaker 1>you get, you get courageous to go underneath and what

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<v Speaker 1>would be the problem with that? And what would you

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<v Speaker 1>will land on the uncomfortable truth of the problem, and

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<v Speaker 1>then when you get really clear on that, you will

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<v Speaker 1>have a sentence. And then once you have that sentence,

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<v Speaker 1>you will know the next right action to take. I

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<v Speaker 1>promise you, okay. Clarity is a decision that you make

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<v Speaker 1>on purpose, And the most self led thing that you

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<v Speaker 1>can do is stop waiting, stop waiting to feel clear

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<v Speaker 1>and just start choosing to get clear. So I put

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<v Speaker 1>all of this in front of you, because this is

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<v Speaker 1>exactly where my people and I are living this entire

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<v Speaker 1>month in our lab. Right, getting clear is so much

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<v Speaker 1>harder alone. It's so when it's in your head with

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<v Speaker 1>the same thoughts circling the same way they always do.

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<v Speaker 1>It's really hard to untangle that mess. One session, one coach,

385
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<v Speaker 1>we can get that sentence extracted, so you can begin

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<v Speaker 1>working on the problem that's actually the problem and not

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<v Speaker 1>the one that you have been thinking is the problem

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<v Speaker 1>and efforting and working so hard on. So if that

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<v Speaker 1>is you, if you believe that it's possible that you've

390
00:26:15.839 --> 00:26:17.839
<v Speaker 1>been working on the wrong problem for too long, now,

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<v Speaker 1>come into the lab. Come into the lab and do

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<v Speaker 1>the work with us. We will find the real problem.

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<v Speaker 1>We will build a solution that actually solves for the

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<v Speaker 1>real problem, instead of continuing to let you sabotage yourself

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<v Speaker 1>by indulging it a problem that you believe is the

396
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<v Speaker 1>problem when it never was. So if you're not with

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<v Speaker 1>us in the lab, let this be the episode that

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<v Speaker 1>you decide that, Let this be the conversation that you're like,

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<v Speaker 1>I am done trying to effort it this in the

400
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<v Speaker 1>way that I have been doing. Maybe I was wrong

401
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<v Speaker 1>about it. Maybe I was wrong about the problem being

402
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<v Speaker 1>the problem, and in that admission of that being wrong, HM,

403
00:26:58.279 --> 00:27:00.640
<v Speaker 1>you might just find the right path. That is my

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00:27:00.720 --> 00:27:04.000
<v Speaker 1>hope for you this month, in the next conversation and

405
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<v Speaker 1>always until next time, I will see you. Then, take care, everybody,

406
00:27:07.039 --> 00:27:07.359
<v Speaker 1>take care.

407
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<v Speaker 2>If this episode cracked something, open good, let it and

408
00:27:15.160 --> 00:27:19.319
<v Speaker 2>then head to lea rollincoaching dot com and grab the

409
00:27:19.400 --> 00:27:24.000
<v Speaker 2>tools to rewire the story and read play your future.

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00:27:24.480 --> 00:27:29.359
<v Speaker 1>It is yours. And then share this with someone who's

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<v Speaker 1>still waiting to be chosen, still waiting for permission, and

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<v Speaker 1>remind them they don't need a breakthrough, that they are

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<v Speaker 1>the breakthrough. Until next time, my beautiful friends, invest in

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<v Speaker 1>you and keep becoming
