Jacquelyn: I love the way that we work together. I think Scott and I often think with one mind and write in one voice. We actually do a lot of writing together. Just naturally over the course of building the company together, I think that a kind of unified voice has emerged and I think that is also the voice that we used in writing this book. I’ll say that a great starting point for us though was to work with our dear friend Nilfer Merchant, who wrote a great book called Onlyness. But she was a great consultant for us in helping to just create the structure and the outline of the book. I felt, you know, when you stare at a blank page, I think it can be quite overwhelming. And then from there, Scott and I together were able to bring in a.

Jacquelyn: We would have long walks and conversations with Marshall and then as Scott said, we have different strengths and areas of focus within the writing process and it was really a wonderful partnership.

Stacy: Welcome. Today I am really excited to get to talk about a topic we haven’t talked about on this podcast which is coaching and specifically being coachable. What does that mean? How do you become coachable? And we’ll get to talk about that with today’s guest. So let me introduce them to you. Scott Osman is the founder and CEO of 100 Coaches Agency, an organization designed to amplify the collective impact of the world’s most iconic leadership thinkers and executive coaches. He is the co designer of 100 coaches agency proprietary curation process and the company’s relationship first philosophy.

Stacy: In his role as CEO, he establishes the vision for the company, leads partnerships in business development and serves as a critical pillar of the 100 coaches community, which he co founded with Marshall Goldsmith in 2016 and he’s joined also by Jacqueline Lane. She’s the president of 100 Coaches Agency and the co designer of 100 Coaches Agency proprietary process and that relationship first philosophy. And in her role as president, she oversees the growth and development of the agency, serves as a critical pillar of the 100 coaches community, and is a member of the editorial team that selects the authors and titles published in their new book imprint, 100 Coaches Publishing. And I also just saw that you were named 30 under 30 forbes. So congratulations and welcome. Scott and Jacqueline, it’s lovely to be with you today.

Scott: Great to be with you, Stacy.

Jacquelyn: Thank you so much for having us. Stacy, we’re so excited to be here with you today.

Stacy: You have a really unique offering which is matching people that want and need to be coached with coaches that are the right fit for their needs. I’d love to go back a little bit into your backgrounds and your founding story to learn how you got into this work that you’re so passionate about.

Scott: We love this story. So I actually, I have to confess, 10 years ago, I didn’t know anything about coaching. I was fortunate enough to be introduced to Marshall Goldsmith. Everybody seems to know Marshall is almost like a, you know, one name wonder. And got to know him for a little while. And then one day he called me up, he said, I want to teach. You know, I’ve decided, like Peter Drucker, my mentor, I would like to teach 15 people everything I know about coaching for free. I want to give it away. And he asked me if I would help. And so he put up a video on LinkedIn and 20,000 people applied to be the first 15. And so we ended up doing a weekend with 25 people and taught Marshall to his commitment, taught them everything he knew in a weekend.

Scott: And it was fabulously successful. Not only that, but the people who ended up getting selected were extraordinary people in their own right. They were already hugely successful coaches and leadership thinkers. So successful, we’ve started to do it again and again. And at the end of a year, we had worked with over a hundred people. We had an event at the World bank, and Marshall and I decided that were actually doing something more than just training people. We were building a community. And that community is now over 450 people again. Exceptional leadership thinkers and leadership coaches. I’m sort of a natural community builder, but also by background, a brand builder. And so in 2018, created the Hunter Coaches brand.

Scott: And with that idea of the brand came the idea of an agency, an imprint, and Events, business, bunch of other things, but it’s really the agency and the imprint that have taken the lead in what we’re doing. And I would say today we represent probably about a hundred of the greatest coaches in the world. And our whole focus, which Jacqueline will explain, is really about being the best mechanism, we call it Matchcraft, to bring those incredible coaches together with the leaders who are value creating leaders in their organizations at moments of impact.

Jacquelyn: Yeah, I think at our core Scott and I are lovers of people and one of our favorite things is bringing people together to solve really complex and sometimes challenging problems. And you know, to go back a little bit more to my origin, just briefly, we, you know, I was an engineer by training and so I love problem solving, but it wasn’t until my master’s degree in the UK where I realized that people problems are the problems I’m most interested in solving.

Jacquelyn: I was there in Europe at the height of the European refugee crisis and got to see just that, the human impact of things and started to just, it was such a passion project to write my thesis on that topic and just became enamored with the idea that if you bring the right people to the table that you can solve really complicated problems. And so that really set me on this new journey to ultimately be introduced to Scott through a mutual friend. And we found that we had a number of shared values and a desire to create impact in the world through leadership because we recognize that leaders are the people who have a disproportionate impact on the world around us.

Jacquelyn: So we set out to create this Matchcraft process, which we think is the best way to get connected with a world class coach or thought leader. And it starts with some intake where we’re just deeply listening, we’re not looking, we’re not trying to pitch anyone on any solutions. We just deeply listen for at least 30 minutes and reflect back what it is that we’ve heard, which can feel a little bit like a bit of magic in and of itself where people say, oh, you’ve summarized in 30 seconds what it took me 30 minutes to articulate, which is a really beautiful thing. And then a few days later we will come back to them and we’ll have hand selected three really excellent coaches or thought leaders for them.

Jacquelyn: And now we’ll also have confirmed in that time that all of those people have interest and availability so that we’re always recommending people who are excited about doing the work. And then we articulate to them why it is that we’ve recommended each of these Three people. What is the magic that we see the spark that they’ll find in each of those three people? And why we think they could be perfect, but why they’re also very different from one another. Because there’s really no to our. In our opinion. There’s really no sense in showing someone three of a kind. It’s much more interesting to show someone the diversity that exists within this world because we find that again, that great match makes all the difference. But we can often see points of connection. We don’t know where the spark is really going to be from.

Jacquelyn: We introduce people for those chemistry calls to really see where that connection is. They explore what working together might look like. And then ultimately the leader has the agency to select who, what coach or leader they think is going to be the right fit for them. And we take it from there.

Stacy: I love that you are leading through listening to on these intake calls. I think that’s really beautiful and profound that you are. You’re practicing this with the people that come into you. I’m curious to know when you are on these calls because I’m thinking about my own process when I’m meeting people that I might get to support on their author journeys. I’m always listening for certain qualities that tell me and then it’s just matching with me in this case. Right. I’m not matching them with this curated network, but I’m listening for the things that I see as the spark that I know will make us a really magical connection that we can create something bigger than either of us could have created on our own.

Stacy: And I know from your book Being Coachable, that part of what you are leading people down, I guess one is you’re taking them in and helping them move on this pathway to become a better version of themselves, a bigger, more expressed version of who they are. What are some of the qualities that you’re listening for, looking for that tell you, aha, this person is ready for this coaching journey? They are coachable.

Scott: Yeah, I think the very first quality, and it’s a little insidious. I’ll just say the first quality is a little insidious. So the first one is being open to change. And I’ll just sort of reflect on my. We talk about this in the book. I thought that I was open to change and I had. You know, I’ve been meeting coaches and could never find a coach that was right for me. And then I finally found a coach who’s been my coach now for two and a half years. And what I would Say is what I would say to everybody is like. He’d say, what do you want to work on? I said, you know, like, things are good. Like, I like my business, I like my life, Everything’s in good order. I don’t have anything really that I’m going to work on.

Scott: He said, well, understand that idea is a self limiting belief. The idea that there’s nothing that you can identify to work on is limiting you from expanding beyond where you are right now. And if you’re open to change, then we can help you create expansion. And fortunately I was open to change. But that is the key is like, if you’re not open to change, there’s nothing that a coach can do to help you make that transition. And so we actually call it our openness framework. And the first one is just being open to change.

Jacquelyn: Yeah. And then the other elements to that openness framework, I think kind of stem naturally from that first one, which is being open to change and it’s being open to feedback, open to taking action, and then open to being held accountable. But I think those things really get addressed in sequence in the coaching process often. So. But one other thing that I think we’re always looking for in some of that intake is does this person have a great balance of confidence and humility? You know, are they confident that they can make a change? But are they also humble enough to recognize they need to? I remember one leader came to us and he said, oh, well, I just need coaching because I need to change the perception of everyone around me. My behavior is not the problem.

Jacquelyn: The way I’m showing up isn’t the problem. I just need a coach to essentially do a PR campaign for me internally and change the perception of all these other people. And we laughed a little bit and said, maybe this is not the right fit for us.

Stacy: I love that. Yeah, it’s funny because it’s easy to look to everybody else and think that it’s not us.

Scott: Right.

Stacy: Like we just need to get them all on board with my way of seeing things and then everything will be perfect. I’d love to hear a little bit about a success story, somebody that has come in with you and that you’ve matched and has seen really incredible growth. And I’ll leave that open ended because I think growth can take so many different shapes for people. So I’d love to hear about that.

Jacquelyn: Shall I step in, Scott?

Scott: Sure. Jacquelyn: I’m thinking of one leader that we worked with and I remember the HR team came to us and they Said, hey, listen, this guy is great. Like, we think he could go all the way and potentially be CEO of this company. And this, you know, keep in mind, this is a sizable Fortune 500 company. And he, but, you know, this guy, he’s got a ton of potential. He was already very senior within the organization and very high performing. But they said he’s got some challenges that are. If they’re not addressed, if some of these behavioral issues are not addressed, it’s actually going to. Not just is it going to prevent him from getting to that CEO role, but he may no longer stay with the company. And he’s burning people out. He’s causing some major turnover and attrition within the organization.

Jacquelyn: And if this is not addressed, this is going to be a real problem. They said something like, if, you know, could be six months or a year and he might be gone. And so that was, you know, that poses the problem pretty clearly. It’s someone who has enormous potential, but there’s a big risk and downside if it’s not realized. And we went through our Matchcraft process. He met three coaches, and I think through that process became very open to change. To Scott’s point, he wasn’t totally bought in on coaching beforehand, but when he met these three coaches, he realized, oh, I can start to see how much more there is here for me and that my company is willing to invest in me. I really want to take this opportunity. And so it was like a light bulb flipped for him.

Jacquelyn: He became completely engaged in the process. He selected a coach that he thought was the right fit for him. And I have to say, I think he made a good choice because not only is he still with the company several years later, but he had not just one, but two promotions in very rapid succession within that first six months. Now he is being considered for some of those highest roles in the whole company. So it’s pretty amazing what can happen. And the change that’s occurred not just in this guy, but also throughout his entire organization. And we consistently hear some of those stories and it is powerful and compelling.

Stacy: I love that example. And it got me thinking about parenting, actually. As children, we see that children respond when you pour into them. They feel that you’re making an effort, that you’re supporting them and that you want the best for them. But so often in our lives, you know, we graduate kind of out of that pouring in. And it seems like coaching is almost this touch back into our human desire to be poured into, to be nurtured. To be challenged, to be, you know, given a pathway. Does that resonate for you and how you think about the coaching journey?

Jacquelyn: Absolutely. I think part of what makes coaching so powerful is that a coach’s only goal is your success.

Stacy: Right.

Jacquelyn: Just as a parent for their child, wants their child to be happy and successful. You know, that’s what. That’s the same kind of relationship a coach wants for you. And, you know, if, you know, other people within an organization will probably want something from you, they’ll have some kind of a working dynamic where there’s something in it for them. But I think that purity of intent is part of what makes coaching so special, so powerful. Some people say that their coach knows them even better than their spouse.

Stacy: Oh, I guess you’re getting into this. Well, number one, you’re listening. The coach is probably listening a lot more than a partner or spouse does a lot of the time. But also, I love that point that they’re really there to. For your. To see you succeed, for your success. That’s such a great point. I’d love to talk a little bit about your book, Becoming Coachable, and maybe you can share a bit about the vision behind that book. And I know you’ve already hit some Wall Street Journal bestseller list, I believe, and have had a really great impact with your readers. Can you tell us a little bit about that book and who it’s for?

Scott: Sure. I mean, the book came out of actually, you know, like, a lot of things. A white space in the market. There’s a lot of books out there that talk about, like, the coaching journey, and they talk about, like, actually books that kind of sort of coach you. But here we are in the middle of this space of understanding what it takes to be ready for coaching and prepare yourself for coaching. And people were asking us, is there any book out there that does that? And we looked around, we realized there wasn’t a book, and were in a perfect position to write it, and so we did. But then. And. And this is kind of like that writer’s journey thing that you’re talking about, Stacy. So we.

Scott: We start writing the book, and we have a clear idea of what the book’s going to be. It’s going to be, you know, the first part of the book is going to talk about all the mechanics of coaching and how to set herself up and how to find a coach. And then the sec. Second part of the book was going to be what it takes to become coachable. Right. And that’s the Becoming coachable framework and all that. We. We finished the first. We finished what we thought was the book, and we set it aside, and we kind of read, and we’re like, the book’s not complete. Like, there’s a whole. There’s, like, something missing from the book. And were. We were walking.

Scott: We often go for long walks with Marshall, and we’re going for a long walk with Marshall, and we started having a conversation. And basically, the last section of the book, which. The inspiration for it was this idea of, like, to what end? Like, why are we even writing this book? What’s the point of it? And what came out of it came out of this conversation, which we kind of like right up in the. In the. Part three of the book, is really, all of this is about creating human flourishing. Right. That we recognize that we’re not just providing coaches so leaders can be more successful. And really, in our view, leaders aren’t leading just to, you know, improve the bottom line, although they certainly do that. But our. Our inspiration has been. And I.

Scott: I think Marshall aligns with this as well, that changes happen in the world through leadership. Like, everything you see starts with some human being saying, like, I think there should be a building over there, or, I want to start a company, or, let’s change the way we do things. So if we can help leaders become what we’re calling flourishing leaders who really see, you know, not just where they stand today, but where they can go down the road, then that’s a big impact. And. And that actually brought the whole book together.

Stacy: I love the word flourish. I am. I have to say, sorry. Sorry to interrupt you, Jacqueline, because I definitely want to hear what you have to say, but that was my word for 2024, because I always pick a word for. For every year, and I think it captures so much in the. In that word, and there’s a real energy to it, this, like, idea of. Of expansion, which touches on your. Your earlier point. So what a. What a beautiful word to kind of connect to this project. And what were you going to add, Jacqueline?

Jacquelyn: Oh, I. I just love that you also love the word flourishing. It’s so resonant for us as well. And that I think that’s been one of the best outcomes of writing the book, has been how much that has resonated for so many readers. Where I remember one guy, you know, calls up. He calls up the company out of the blue, and he says, I just read your book, and I realized I have had this great career. I think I’m in the last role of, you know, a long, storied career. And I was feeling really good about myself. And then I read your book and I realized I want more. I want to flourish. I want to be the kind of leader who creates flourishing, not just for myself, but for everyone. And so I think I’m ready for a coach.

Jacquelyn: And it was so powerful and resonant for us to hear that this, the impact of your words. I mean, that’s what every author dreams of, right? That’s why you write the book. But it’s just this beautiful idea that we can all thrive individually, but I think we can only flourish together. I think the connotation of flourishing says in a healthy environment. And that realizing just how interconnected we all are in that idea, I think is one that’s starting to really catch on.

Stacy: What a powerful story. Having somebody that had felt that they’d kind of arrived or they didn’t have a next stage and to be inspired by your book. This is the power of books. They’re out there in the world creating impact when you’re not there, when you’re not in the room, when they’re not listening, they’re reading this book and gets passed along and it gets recommended. It’s, it’s wonderful. I’d love to talk a little bit about your writing process. I have also co authored a book. I co authored a book with my dear friend and mentor, Ron Price. And in our process, we had a lot of tea. We sat together and really kind of worked through this book and went over drafts, and we had this really. It was actually very cozy and meaningful writing experience.

Stacy: But of course there was also periods where we, you know, ran into sections that we needed to completely kill and redo and of course, many challenges along every single book I’ve worked on. So. Did you face any challenges along the way? I know we heard about the incompleteness, but tell me a little bit about your process and what bumps you hit along the way and how you overcame them to get this book out into the world.

Scott: So I, I had, I think we both had. Had an idea that we wanted to write books independently and. But we kind of quickly aligned around the idea of becoming coachable and built a framework of what it was going to be. Because. Because we had identified sort of this place in the market that really, you know, we had this. Our friend Mark Writer, who’s Marshall Goldsmith’s co author and all of his bestselling books, had said to us, you know, write a book that only you can write. Right. It has to come from you. It has to be authentic to you, and only you can write it. And we just felt, well, this is the container that’s going to be right for us. Jacqueline are very lucky that together we kind of like this. Hard to really explain, but I think we’re complete together.

Scott: We don’t really have friction, per se. We kind of build on each other’s thoughts and. But to your point, definitely, like, hit speed bumps where, like, you know, you. You’re writing something like, oh, this just doesn’t feel right to us. How are we going to get it, through it, around it, above it, whatever. Most of those we did together until we got to part three, which was like a wall. And then we had that conversation with Marshall, which was a complete unlock for us. I would say, in fairness and deference to Jacqueline, I’m much more interested in big concepts, and Jacqueline loves sorting the details. So when we got to the point of the book, where the book had been, to my mind, the book had been written.

Scott: Jacqueline probably went over it 10 more times and made sure that every single word was right with our. With our good friend and editor, really, Nina Spaun from Amplify. And it was great. I mean, it really. That level of polish really, I think, shows up in the book.

Jacquelyn: Thanks, Scott. I love the way that we work together. I think Scott and I often think with one mind and write in one voice. We actually do a lot of writing together. Just naturally, over the course of building the company together, I think that a kind of unified voice has emerged, and I think that is also the voice that we used in writing this book. I’ll say that a great starting point for us, though, was to work with our dear friend Nilfer Merchant, who wrote a great book called Onlyness. But she was a great consultant for us in helping to just create the structure and the outline of the book. I felt, you know, when you stare at a blank page, I think it can be quite overwhelming.

Jacquelyn: But just having a scaffolding put up, you know, the rough structure and outline and knowing some of the sections. And then from there, Scott and I together were able to bring in a lot of the color.

Jacquelyn: We would have long walks and conversations with Marshall, and those conversations often are what became the content and the fodder that ultimately filled that scaffolding and created the book. And then, as Scott said, we have different strengths and areas of focus within the writing process. And it was really a wonderful partnership. And Marshall, of course, was involved every step of the way, too, provided some crucial Insights most notably. And I think I’d love to just share this. I thought this was a really good one from him. You never want to say anything negative about someone in print. That was his insight. And he said, even if it’s a very public story and everyone knows or. One of the examples was were looking at telling.

Jacquelyn: A friend of ours had told in print his own story and had made some jokes about himself and at his expense. And were thinking of retelling some of that story in our book. And Marshall said, no, he can say that about himself, but you can never say that about him. You never want to say anything negative about anyone in print. And that was so again, even though those moments to us felt a little funny and maybe a little tongue in cheek, I think ultimately it made the book so much better. So, again, Marshall had some great points throughout the process, too.
Stacy: That sounds like life advice. Serpently, Ken.

Scott: It is life advice. It is.

Stacy: It’s very good advice. I hope everybody that’s thinking about writing a book hears that and hold that. That’s amazing. One of the things that always strikes me about the book writing process is that it lends itself to new insights or points of awareness or new, sometimes even new frameworks, new language, ways of describing things or understanding things. And there’s this famous quote that I cannot think of who to attribute it to. So I’ll put it in the show notes once I look it up later. But it goes something like, I don’t know what to think until I see what I say. So it’s this idea of this kind of process of getting it down on the page and seeing this and kind of working through that journey, also of articulating it for others, which is. It’s a whole other piece of it. Right.

Stacy: For you. As you went through this process, is there anything that stands out for you that is something that you carry forward from. From the process of writing this book that now informs. I don’t know how you speak on stage or how you work in your company or how you live.

Scott: Yeah, yeah. I would say, like, completely agree with that statement. You know, I think in life we have thoughts about whatever, and they’re casual thoughts, light thoughts. We mention them, we have conversations about them. But, man, the process of writing a book about a thought just really forces you to concentrate and still and articulate and refine until you really, by the time the book is written, you know and understand the material inside out. And I think prior to writing a book, I never had the proper respect for authors because When I thought of it, I thought, oh, you’re an expert. Like, anybody who writes a paper is an expert. But the reality is the process of refining idea into a book is so intense that you come out of it really studied on that topic.

Scott: And when went, you know, the book came out, instant Wall Street Journal bestseller. We started going on podcasts. We actually ended up, just by quirk, speaking at a conference in Abu Dhabi. And the speaking about the topic came so naturally as a consequence of the book, because we really knew the material.

Stacy: So true.

Scott: And it was delightful because we could get up, in this case, on stage and talk, really. I mean, we had a slide deck behind us, but we could speak so naturally because we had now embodied the content. And I think that’s sort of the relationship between the book and the authority is the book is the external realization of an embodied knowledge on the part of the author.

Jacquelyn: So true. And I just want to also refer back to the whole third section of the book. That third section of the book would not have been realized without first writing sections one and two. So it was about coaching or the basics of coaching, and then it was about becoming coachable, which, again, to us, that was the book that we had set out to write. That’s the. That section of the book carries the same title as the book. But then we got there and said, something is just falling a little flat. Something’s missing.

Stacy: Why?

Jacquelyn: What’s the why? The deeper meaning behind this. And that all became this now much deeper exploration of leadership styles and the impact of leadership and ultimately led us to this idea of flourishing leadership, which is now just a totally embedded idea within our entire company. And I love that. Now when I ask some of our team members, why. Why do you work here? And they say, because I believe in human flourishing and I believe the work we’re doing, it contributes and enables that. And that is such a beautiful thing, that an idea that was born out of this process is now a lived and celebrated value for many people.

Stacy: That is beautiful. And I always find it so interesting how it can take so long and so many words and so much tugging and pulling and pushing to uncover a simple phrase or a sentence that really kind of embodies all of that. When I think of the book writing journey, I often describe it as the deepest introspective journey that you can take because it does require so much depth of thought. I mean, many of us never even spend five silent minutes a day, but now we’re looking at a lot more than that. For many days, over many Weeks or months or even years sometimes. And what emerges out of that intentionality and that introspection, hopefully is something that’s really crisp and clear on the other side.

Stacy: But then there’s also that process of other people joining you on the journey when you get a little further. I know you mentioned Nina, who’s also a colleague of mine over at Amplify, and I imagine that maybe you had some early readers in your process that contributed. You had Marshall’s input. How did you hold outside input in this draft process and also keep from getting kind of too many opinions in the draft? Can you talk a little bit about that?

Jacquelyn: It’s a great question. I do think were on a very tight timeline. So I think maybe because we had set such aggressive deadlines for ourself to get this book completed and out, in some ways you don’t have the same analysis paralysis that you can have if you have a very open ended process. So I think that works to our favor because I think I’m maybe the type that tends towards more and more input, even when it’s not always helpful. But I will say that when our readers, early readers, gave us some feedback, man, it was powerful. It drastically changed certain sections of the book. One of the readers suggested that we put a chapter summary at the end of each chapter, which we thought was such a great idea. We had never thought of it before and made that change very quickly.

Jacquelyn: So I think it was all about understanding what feedback felt most relevant and resonant to us personally. But there were many things that once we saw it, we couldn’t unsee it and were quick to make those changes.

Scott: I think it also helped that were, I mean, true partners in the book. So were, we really do kind of two minds, one thought. And then when external thinking came in, we had our own internal compass that we felt like if it’s true to both of us, then it’s true for the book.

Stacy: That’s so that’s such a wise statement that, just keeping that compass because I have found when authors get at this stage of their journey, it can cause a lot of self doubt when you get input in that maybe conflicts and learning to hold that feedback and really examine it thoughtfully and honestly. And then if it doesn’t align to trust that inner wisdom and the guidance that you know is correct from inside, that’s. That can be really tough to do. But coming in from such anchored place, I’m sure that served you really. Well.

Jacquelyn: Well, I think that also speaks to partnership for us. I know some people describe working with a co author as being challenging because you’re, you end up fighting over different sentences or sections or ideas. We have none of that. In fact, it was this because it was so rooted in partnership and you had this kind of buoyant force of one another. I think were able to avoid at some of the doubt that first time authors often describe.

Stacy: It can be such a rich journey to do to write a book with somebody else. And especially if you have that connection that you two have. It’s lovely to see and clearly shines in this conversation. Conversation as well. Scott and Jacqueline, what are you most excited about as you look at the year ahead? What’s on the horizon for you and where can our listeners and our viewers learn more about you and 100 coaches?

Scott: Well, I gotta say, like the last two years have been extraordinary. So our book came out in 2023. We spent a lot of 2024 talking about the book, presenting the book, building and growing our business. Jacqueline, I’ll just sort of not so humble brag for you. Jacqueline, last year climbed Kilimanjaro with her mom, which was a like 20 year. It was like a 20 year.

Stacy: Yeah.

Scott: Ambition. And then in what is like September we were recognized as among the 50 top leaders in the world of coaching by thinkers. And then of course, Jacqueline just was recognized as a Forbes on 30 under 30. So last year was a big year.

Stacy: It’d be hard top that year.

Scott: I think it’d be hard top that year. We’re going to give it a shot. So this year we are embarking on another book project because apparently we have now been infected by the desire to write a book, whatever that is, the book bug. So we’re going to start that probably a little slower than the first one that we did our business. The 100 coaches agency is now recognized as probably the single best place for value creating leaders at moments of impact to find the coach that’s perfectly suited to them.

Scott: And so I think a lot of this year is going to be reaching out more and more to those value creating leaders, having them see that the ambitions that they have are not just possible but even bigger than they are currently imagining and that there’s support and help out there to help them achieve it. I know Jacqueline’s going to be Forbes 30 to 30 has an event in Abu Dhabi. So she’s going to be spending a little bit of time over there. I don’t know. Jacqueline, what else do you have planned for this year?

Jacquelyn: Oh, man. Well, you know, I guess on a personal note, I would very much like to embark on the journey of becoming a parent. You know, that’s one of the things that you mentioned earlier, Stacy. I want to learn some of those lessons and see some of those insights in my own life. It’s been an amazing decade in my 20s, and I think we have now set ourselves up for an amazing next year and hopefully next decade. And we’re just kind of continuing to challenge ourselves in new ways to seek out new opportunities for growth, to continue the work that is really just our heart and life calling. And certainly hopefully there’ll be more books along the way because we’ve enjoyed just the process of refining an idea. Man, there’s only good things ahead, it feels like.

Stacy: Yeah, it sounds like it. And that sounds like an amazing event. What an incredible recognition. And congratulations. Congrats on that. Scott and Jacqueline, thank you so much for joining me today. I really enjoyed our conversation.

Jacquelyn: Thank you so much, Stacy.

Scott: Likewise, Stacy, thank you so much.

Stacy: And thank you to you, our viewer, our listener, for joining us. I hope this was really insightful and got you inspired to maybe consider coaching in your own life or writing a book or both. And thank you as always, to Dominguez for her production of this fine podcast. She truly makes every single thing possible to get it out into the world, and I am so grateful. And I will be back with you before you know it.