Wendy McCallum (01:28)
Hey coach, okay, here's what no one tells you about pricing. It's not really about the numbers. You can run all the calculations, you can research your competitors, you can land on a rate that makes perfect sense on paper and still feel an enormous knot in your stomach when it comes to actually saying it out loud. That knot in your stomach is not about the math. It's about identity, it's about worthiness, it's about a fear of rejection for a lot of us and a whole bunch of stuff that you probably absorbed
way before you became a coach. That's what we're talking about today on The Coaching Edge. So welcome back. I'm your host, Wendy McCallum. Most pricing conversations are really tactical. They tell you how to calculate your rate, to look at expenses and overhead and how to raise your prices. And in fact, that's what my most popular low ticket program does. I have a $27 one-on-one pricing masterclass that has been invaluable to
hundreds of coaches and is available to you anytime. I'll put the link in the show notes. That masterclass though, it just deals with the math side of this equation. So it's perfect for somebody who is looking to raise the rates. You know, your rates are a little bit too low or you're just starting out and you don't know how to price. It's going to get you thinking about all of the pieces of the math equation that I guarantee you, you have not thought about, including the amount of time that you have to invest into getting every client marketing and
all kinds of other stuff. So I highly recommend that for the math side of this equation, but that's not what we're talking about in this podcast episode today. We're gonna go deeper. We're talking about what's actually happening underneath when we struggle to charge what we're worth and what shifts when we finally start to believe that we're worth what we charge. So I'm gonna talk you through all the different pieces of this and by the end of this, you're gonna have some takeaways that you can work on to help you.
start moving into a place where you fully stand behind the value of your coaching and your rates. Because trust me, that is the key to a sustainable stream of revenue and to actually keeping this coaching business going. And the whole reason I'm here is to support you in continuing to be able to do the thing that you really love to do, and that is coaching. And this is such a big piece of it. So,
Why does pricing bring up so much stuff for all of us? Well, as I said before, it's rarely about the math. You can know intellectually what you should charge and still feel incredibly uncomfortable saying it and just really struggle with saying that with confidence. And in fact, most of the coaches that I support, not just the newer coaches, I have lots of senior coaches who struggle with this, really struggle with the confidence side of their rates. Pricing, I think, is one of the most
emotionally loaded parts of a coaching business. And that's because it touches on like our worth, our identity, our sense of belonging, our value and some really deep beliefs for most of us about money that we have not really looked at very carefully. I'm going to sort of walk you through my story with rates and money beliefs and share some of the personal beliefs that I had and
to some degree still have and still have to kind of wrestle with around money. And I think you probably, some of you are gonna see yourself in me and some of you are gonna be thinking to yourself, well, that's not how I feel at all or I was raised very differently and here's, but here's what I was taught about money. And you'll start to be able to identify where some of these beliefs come from. What's actually going on when you set your rates and you set a price is that you're making a claim about your value. You're saying this is what I'm worth.
And that feels really vulnerable for most of us, especially the part of us that's not sure that we actually are worth it. And I think all of us have that inside. It's not something that's insurmountable, though. It's something that you can work on. The first step with it is to identify and become aware of the fact that this is, in fact, a problem for you, that you really are not truly believing in the value of the work that you do and in the
Connection between the rate that you charge and what happens in a coaching session with you Every pricing conversation is also an identity conversation. There's you know, these Questions that circle for us often when we're thinking about price our pricing and talking about our pricing and and oftentimes like I can tell you these come up for me It's like who am I to charge as much money? Do I belong in this bracket like And what are people gonna think when they find out this is what I charge or when I tell them this is my rate?
And as I said earlier, this is not just a beginner problem. This is a senior coach problem too. All coaches struggle with this at some point. have maybe in my time supporting hundreds of coaches now had one or two coaches who didn't have any problem with this and just went forth and conquered with high rates right out of the gate. But it's definitely exception to the rule.
And you can raise your prices and still feel like a fraud. So you can do the work on the math side of things and still struggle with it. So you can technically raise, you can be asking for more, but you can still be feeling like you're not worth that. just raising your rates doesn't solve this problem. You have to do inner work. There's some inner work that has to happen here. it doesn't, in my experience, it's not just about getting experience with clients and working with more people and charging these rates and having people pay them that gives you that confidence.
there's more work that needs to be done. You really do need to examine the beliefs that are underlying your lack of confidence around your value and your rates. So let's talk about where these money stories come from. We all bring something to this. Our relationship with money is shaped for most of us long, long, long before we start a business. Many of us as coaches have actually had previous careers. I of course was a lawyer for 13 years or so before I left law and
went back to school, got some training and decided to hang out my shingle as a coach. And you probably also have had experience working in a field outside of coaching. So we have money beliefs that come from all the work that we do before coaching, but we also have money beliefs from way, way back from family, from our culture, from our class growing up, from...
previous professions as I said, but oftentimes like professions of our parents. And it all leaves a mark. And most of us have never consciously examined it. I know that this for me did not come up as something I started looking at until I started coaching as a business. And the money, belief stuff that I have definitely was impacting my confidence in charging what I was worth as a coach for long time and definitely affected my bottom line.
but it was also affecting me in other areas of my life. And I didn't realize that until I did some work with it. I actually worked with a coach on some of this stuff. I worked with a coach actually more than once on money beliefs, because these run deep for me. So my story is that I grew up in a very low risk taking household. What I mean by that is that there were no business people in my family. Nobody had started a business. I didn't know anyone, even in my extended family, who was doing that. Everyone sort of worked for the man. My dad was a teacher.
He was an excellent teacher. He loved teaching. He taught his whole life. And then he ended up working for, you know, in administration for the school board later on. My mom was a stay at home mom, which was like so amazing for my sister and I growing up. And then when I was around, I'm going to say 13 or so, my mom went back to school and got a university degree. And then from there started working at the bank as a teller. So my parents had jobs that sort of had finite, you know,
But there was a cap on how much money either one of them was going to make. And there was never a lot of extra money when I was a kid, but we definitely had enough. got by. I had a great childhood, had everything that I needed. But there was tons of budgeting and planning that went on around money. And my mom was very, very careful with it. So we were not we did not grow up being able to ask for the fancy designer jeans and then get the fancy designer jeans. That was not my life at all.
That's not a bad thing by the way, but that's just the way that I grew up. The message that I absorbed from all of this is that money is finite. It's not something to be wasted. You can run out of it if you're not careful and you only spend what you have. So that was another piece of my upbringing. There wasn't a lot of risk taking in terms of like taking out big loans and you know, and or making investments like that was not happening. It was very safe. Put your money in a GIC, right?
That's kind of what I learned. If you have a little extra, that's where it goes. Plan for retirement, be very careful, only spend what you have kind of thing. I also associated very hard work because both of my parents worked very hard with making just enough money to get by. They were both in professions that didn't necessarily pay them what they were worth. And I watched that my whole childhood. And this plays in very much to my story. I watched my dad work.
so hard, be so good at what he did. But there was a cap, obviously. Teacher salaries are set.
He worked really, really, really hard. My mom worked really hard when she worked at the bank. And we still kind of just had enough money. Right. So when I became a lawyer, I got a job at a private law firm out of law school. And I have to say, my money beliefs really played into my goals when I was in law school, too. I really wanted to be a legal aid lawyer, which here in Canada is sort of like the equivalent of being a public defender in the States.
And part of that was definitely connected to these money beliefs. Part of it was connected to my real personal value around justice and equity. But it was also connected to this idea of like, who am I to make a million dollars being a lawyer? Like that just doesn't feel good to me. That doesn't align with who I am. However, as luck would have it, bunch of circumstances combined, don't need to go into all of them right now. I ended up at a private law firm, which was the last place I thought I'd end up.
and was making an enormous salary, like a ridiculous amount of money, felt like to me, right out of the gate almost. So within a few years, I was making more than my dad had made in decades of teaching. And that felt really weird to me and really wrong. And I had lots of complicated feelings about it. And...
The rates that I was billing out at were exceptionally high. They kept going up every year. That's how it works in law, really. And I carried a lot of imposter syndrome around all of it, some of it which was connected to money, some of which was just connected to like, what the heck am I doing in this law firm doing this type of work? Like this just feels completely outside of my scope and out of alignment for me. And it ended up showing up as a lack of confidence, even though I was excellent at what I did and consistently got great reviews.
I still struggled with that as I think many lawyers do. I work with so many lawyers on the personal coaching side of my business and this is such a common thing. I could not see how what I was doing was more valuable than what my dad did. I really struggled with that. Like I had watched him and I had heard, I'd known so many people who'd said, your dad is my favorite teacher. I had watched my dad in action and my dad had been like.
the most excellent teacher to me his whole life. And I just thought, how is what I do more valuable than that? How is it that I'm getting paid so many times more an hour what my dad gets paid to do his job that he is an expert at? And I'm just starting, like I'm just in the beginning of this career. And something about that felt really, really wrong, even though it wasn't. And that I think really set the stage for what I brought into coaching. So when I left law and moved into coaching,
All of that belief system and that baggage really kind of came with me into entrepreneurship. And that led to me setting my rates way too low. So when I was in charge of setting my rates, I was like, well, I get to charge what I think is fair. And in a large part, what people can afford. And I was also thinking what I'm gonna feel comfortable with and not feel like I'm too big for my britches or people might think that I'm like,
think I'm all that and a bag of chips, right? I didn't want to be that person. So I set my rates too low. I gave discounts constantly. So my norm, my default was a discount. It wasn't something I did in exceptional circumstances. It was something I did all the time. I would get flustered on a discovery or sales call and I would end up offering a discount. I made all kinds of assumptions about people that I can now see were totally unfounded for the most part. Assumptions around their ability to pay, for example.
or what they might be thinking about the value of this. And then I tried to preempt that with a discount. And I know a lot of you do this too, which is why I'm sharing this. This is a really common thing to do. I erred on the side of what I thought was making it easier for people to say yes. It was costing me, obviously. And I also don't think it was making it easier for people to say yes. And I know that now because for the last like seven years or so, I've been charging what I really am worth.
And I have been doing that unapologetically because I did all this work on my money beliefs and everything shifted for me. I don't know exactly what it was, but it's been a while now. I've been doing, I've really been owning my worth, my experience, my rates, my value, all of that. And I can tell you that my conversion rates are higher now than they were then. So it wasn't actually making it easier for people to say, yes, it was just costing me. I was still operating from a place of scarcity and from the belief that
hard work should only get you just enough to get by because that had been the story of my childhood. And it felt like it was necessarily just the way it was, right? As opposed to a story. So I didn't realize it then, but that's what I was operating from. And I think that that's really, really common. I think that the types of narratives that keep us under charging, and these are some of the things that were at play for me, who am I to charge that? That was a big one for me. I grew up, you
one of the main pieces of messaging that I got as a child was to be humble, was to own my successes, but own them quietly, was to never be too cocky. Never, you never wanted to brag. You never wanted to be seen as being arrogant. And so who am I to get on a call with somebody and tell them this is what I charge, right? People like me don't make that kind of money as another really common one. Now,
That kind of got blown out of the water for me, frankly, because I practiced law, ⁓ obviously, before I did this. So for me, that was that that's when I dealt with that thing. People like me don't make this kind of money because I did make that kind of money when I was a lawyer. But I struggled with that that disconnect when I was when I was practicing law, for sure. And a lot of people struggle with that with coaching when they set their rates at what their rates need to be in order to have a shot of building a sustainable business and of being in market, frankly, within market. I think
A lot of us struggle with the experience piece. see a lot of new coaches really struggling with this. my gosh, I'm not experienced yet. How can I charge this much or you know, I need to really discount. And the problem with that is that first of all, experience does not equal value. I have seen some sensational coaches who are just so fantastic and powerful at what they do, who have only been coaching for a year and who create.
just an insane amount of value in a session. And then I've seen some really senior coaches who called themselves master coaches. I've been coached by them. And I've thought, what is happening here? This is not good coaching. So experience doesn't equal value. And also you cannot build a sustainable business if you are way under charging. It's just not possible. Your hourly rate needs to be high enough to sustain all the non-paid work that goes into building a business and to getting clients and to sustaining clients and to creating
programming so that you actually have really a really valuable coaching offer for people. So that's all the stuff that gets covered by the way in the pricing masterclass that I was talking about. Again, I'll link that in the show notes. The math side of it, but you know, on the more emotional side of it, we often think I'm not experienced as other coaches. I can't charge what they charge. What if they think I'm greedy? What if they think I'm, you know, too big for my britches? That was mine.
And then this sort of fear of losing them. What if they say no and I lose them? Those are all the types of narratives. if any of those ring true with you, I want you to stick with me on this podcast episode and do the work at the end here that I'm going to talk about. Because I think it's really important to address those and really get curious about those and work on shifting those. And as a coach, you know better than anybody how to shift limiting beliefs.
So we often
undercharge as a way to hide. If we frame our prices lower,
if we make them lower, we can kind of couch that in like being accessible or staying humble. And the problem is, is that a lot of the time it's actually not rooted in generosity, it's rooted in fear. And that's a good question to ask yourself. Are my two low rates that I know objectively are too low, that my business coach is telling me that are too low, that my fellow coaches are telling me that are too low, that sometimes my clients are telling me are too low, which by the way happened to me in the past. I had clients say, you're not charging enough for what you do.
and not just once. Are those rates really rooted in generosity? Is that true? Am I being radically honest here or is my pricing actually rooted in fear? Undercharging can be a way or can feel at least like a way to avoid rejection. So it can be rooted in a fear of rejection. If you don't ask for too much, then no one can say you're asking for too much and people are probably more likely to sign on. Again,
I dispelled that myth that's actually bunk. is not the way it works for me and it is not the way that it works for most coaches. But that can be a story we tell ourselves. It can be a way of staying small, of playing safe, of sort of being invisible in all of this. The other thing that I think is often kind of at the root of undercharging is, well, if I only charge them $100 for an hour long session, there's not as much pressure on me to create value in that session. So it's almost like,
a bit of a, what we call it, it's like a safety, it's like an insurance policy for you on your coaching skills. If I charge less, then there's not as much pressure. I don't have to create as much value because they haven't paid as much for this session. What's the cost of undercharging? Well, as I have hinted at, it slows your business growth significantly. In fact, I've seen coaches who have had to...
throw in the coaching towel and go back to working for the man because they are not charging enough, because they can't get over these blocks that they have around charging what they're worth. It limits your revenue. It makes it really tricky for you to reinvest in your business, to take the programs that you need to take to get the support that you need around building your business if you are not charging enough money. It also often attracts clients who are not that committed. They're not the right clients for you. People looking for a super deal.
on coaching, looking for the cheapest price, and that's their main factor in hiring a coach, are probably not great coaching candidates. The best clients I've had have been the clients who showed up, even the ones who didn't have a lot of extra money, and said, I'm worth this, I need this, I can see the value in doing this work, and I wanna make sure that I get this work done with the best person possible for me. And they're not just thinking about the price of the coaching. And...
I think underpricing yourself also reinforces the belief you have that you're not worth more money, right? The more we underprice, the more we sort of feed our own story about not being more valuable than that. So now we get to the hard part, which is like getting from this place of like, okay, I objectively recognize my pricing is too low and that I have some really limiting beliefs around money.
that are impacting my ability to really lean into and own my pricing with confidence, even if you have got prices that are more market and feel like they are actually good prices for you, you might struggle with talking about them. You might not have confidence around them. In either of those cases, how do you get from the difference of like knowing that and actually really believing that? So this is the difference between like intellectual knowing and actual embodied confidence.
I'm really feeling that confidence. You can know your coaching is valuable. You can see the results that your clients get. You can calculate a rate that makes sense on top of all of that. And you can still not feel it in your body when you say the number out loud. There's a big gap there often for us. And that's where we get stuck. We set this price that we believe we should charge, but we don't actually believe in the price and the uncertainty that we have around that. All of the feeding into that that comes from these stories that we have around money really impacts
how we show up in discovery calls, in marketing, and how we talk to people about our offers and what we do. When we get to a place where we really have confidence, like an embodied confidence around our prices, it looks totally different. Like we can say our rate and move on without apologizing. I'm so good at that now. It's one of the things I'm really proud of. I can tell you exactly what I charge for this many sessions, that many sessions, this program. I can state the price and move on.
without apologizing, without explaining, without giving a discount or feeling the pull to give a discount. When you are really clear and solid and confident in your prices, you will trust also that the right clients are going to say yes. So you don't have that feeling of desperation when you go into a sales conversation that you really need to get this person and they need to buy from you and you need to convince them to buy from you. Instead, you just trust the fact that
if they're the right fit for you, if the two of you are the right fit, your program and your offer are good and valuable to them, they will sign on and they'll say yes. When someone says no, you don't take that as evidence that you're too expensive. I think that is almost never the reason why I do not convert on a discovery call. It's rarely about the price. I always say if people are willing to invest in something high ticket like one-on-one coaching,
whether your programming is 200 or $300 more expensive than the next person's is not going to be the deciding factor for them because they're already ready to make a big investment of thousands of dollars usually, right? That though was something that I always would take from a call when somebody say, no, it's just too expensive for them. I should have discounted further or maybe my prices are still too high or whatever, too high.
And I don't do that anymore at all. I just assume it's something else. Honestly, I usually assume we're not a good fit and that's the end of it. And frankly, I don't even assume we're not a good fit. Usually I know we're not a good fit. And there's usually a bit of a sense of relief if it's a program that the person could sign up for sort of without like me agreeing to it. So one-on-one coaching, obviously I have to offer the coaching to them, get to the point where I feel like we are a good fit. But sometimes with some of the group programs and things like that.
I actually feel a sense of relief after talking to somebody I think, well, they wouldn't have been a good fit anyway. So you do get to a place where you start to know that. So how do you close that gap between the objective knowing like, I am not believing in myself and the value of my prices and the actual place of being really in that and owning that and feeling super confident around that. This really requires you to examine the specific stories that you are carrying. I told you about some of my stories. You need to really
look into those you really need to dig into those and you need to get really radically honest about what the voice in your head is saying. If you're you know covering your low prices up is like well just want to be accessible I don't want anybody to not be able to afford me blah blah blah I really want you to question that is that actually true are you being radically honest right now or is it a fear of being rejected is it a fear of of you know appearing to be arrogant or too big for your britches.
Is it a question of, I cannot charge that because I don't create that much value in my coaching for people. You got to get honest about that. And that often requires coaching. As I said, I've had coaching a couple of different times with two, at least two coaches I can think of, maybe three, around money stuff, because that is big for me. It requires journaling and it requires some reflective practices. It also requires repetition. really, once, if you're working towards this, you're working on those stories,
You're trying to replace your lens around money with something that feels truer and more honest to you now than whatever you were taught when you were a child. That requires repetition and reminding yourself. And there are going to be some times when you go back to your old beliefs and you recognize that. So have to stay aware. You have to stay present. You have to pay attention to what's going on. And you need to practice it. You need to say your price out loud over and over again.
until it feels really true, honestly. And so for me, when I did have that big shift seven, eight years ago, whenever it was, with the help of some coaching, and I shifted my prices, in fact, I think at the time I almost doubled my prices. And when I almost doubled my prices in one year, guys, like my prices went up so much, I tripled my revenue. So I didn't just double, my point is I didn't just keep the same client base, I actually increased my client base as well, even though.
I'm gonna say I had doubled my prices. So it's not about the price is my point. And I really had to practice it over and over and I got more and more confident as the year went on as I just continued to show up with I was committed to not spending any time on the price to only spending like less than 30 seconds talking about the price. Now if they had questions about what was included in the price, the process, the payment options, all of that, I would absolutely spend more time on it.
But when I was explaining it, my goal was to just state the thing and say, you know what, I think you'd be a great fit for this program. Here's how it works. It's 12 sessions with me. Those are about usually around an hour long. The price is X and we could get started as early as next week if you'd like, right? Moving through it really quickly. And I had to practice that and I got better with it every time I did it. I also think that...
Once you up your rates to a place that does feel more objectively aligned with the value and more within market and all the rest of it, and you're going through the process of practicing this, the other thing that helps you build confidence is the fact that people say yes. When you show up with confidence, you're just far more likely to convert. When you don't spend a lot of time waffling and stumbling around the price, people are far less likely to be like, wait, is this thing worth it? Are they overcharging? Instead, they're like, she clearly believes that the value is there.
And the value is probably there. And this has been a great conversation. And I'd love to work with her. So people saying yes to the pricing also helps build confidence. So the more people say yes, the more I'm like, this is clearly market. I am not outside of market. People are saying yes, paying this. And then they're raving about the results. So it comes with the doing as with most things in business. So what changed for me, again?
I had to look through this lens that I was using on money. had to get radically honest around it. I had to realize that this whole idea of like just having just enough and that kind of being the goal was not really what I wanted and wasn't really aligned with who I was anymore and wasn't going to work in the business context for me. wasn't going to allow me to build a successful business because I actually needed to make more than enough to build a successful business because I needed to be able to reinvest, right?
I needed to be able to pay taxes. I needed to be able to pay people to help me with things if I wanted to grow. And I also had to wrestle and deal with and put to bed, frankly, the discomfort of earning more than people that I loved and respected who were working just as hard as me. I had to deal with that. And I had to recognize that I was an excellent coach and I was charging way less than the value that my clients were getting. So I had to deal with all of those things.
And as I said, that affected everything for me. It meant I showed up differently on calls. It meant I was far more confident talking about what I did. My offers were a lot clearer and my discovery calls looked different and my conversions went up significantly. And I just felt better in the conversations. I didn't dread discovery calls anymore. I went into them like really curious and kind of excited to meet a new person and see if we were good fit. And that really shifted, as you can imagine, the tenor of the conversation.
And that is the ripple effect of doing this work. It's that when you believe in your pricing, your clients are gonna feel it too. And they're gonna trust you more because you trust yourself more. You're gonna attract people who are ready to invest, not people who are looking for a deal. And like I said, those are usually not the most coachable people. I usually don't have a good experience with people who are looking for a deal. They're not gonna get it with me anyway, frankly. And your business grows faster because you're not leaving money on the table.
and you're not overworking to compensate for undercharging, which is something we didn't talk about. I the fastest path to burnout as a coach is to undercharge because now you have to work like double the hours. And that's what I was doing before. Frankly, I was headed towards another burnout right before I raised my rates. I was having to work so many client hours a week and I was busy. But when I doubled my rates almost, obviously I only needed to work with about
half the people in order to make the same amount of money. And that was a huge shift for me in terms of energy. So all of that will change for you as well.
Here's a little nuance that I wanted to make sure I covered in this episode. Charging what you're worth doesn't mean that you cannot make space for generosity and discounts. I wanna be really clear about this. I talk about this all the time with my coaches. The key with pricing is and has to be that your full rate is your default. So that you're not where I was many years ago where discounting was the default, like almost everybody got a discount. You want the full rate to be the discount. Almost everybody pays the full rate.
That is the foundation. But from that place, you can choose to offer your services at a lower rate when it feels right. And this, think, is one of the greatest gifts of being a solopreneur, of running your own business. You're the boss. You get to decide. You don't have to advertise it if you don't want to, but you can. You can put something on your website that says, if you have concerns about pricing, feel free to reach out to me personally. There are ways to deal with it.
if you want to actually let people know that this is something that you do, but I don't do that. I don't advertise it personally. I just create that flexibility for myself with a system that does not undermine my value or my ability to stay in profit. And that's what I call my pay it forward system. And it's not rocket science, but basically when I'm working with one-on-one clients who can absolutely afford my services and have been working with me for a while, sometimes they are moving along at a faster pace than we thought they would and they get to a place
or they have a few sessions left, but they don't feel like they need them right now. And when that happens, I give them a couple options. I say, look, we can bank the sessions for up to six months and you can use them later, or you can put them into the Pay It Forward account. And that account is really a way for them to gift those sessions to somebody who cannot easily afford my rates so that I can then offer people either some pro bono coaching or some discounted coaching.
It creates a bit of a cushion in my business that allows me to be generous without depleting my own resources. It allows me to stay in profit, but still be generous. And I don't have a formal accounting system around it. It's loose, it's intuitive, but it works really well for me. I've been doing it now for a really long time. I would say I started this a couple of years in to my coaching practice. Other ways you can build that sort of generosity into your business, you can offer one or two scholarship.
spots in each cohort of a group program. I've also done that. I have offered scholarship spots for people inside my group programs. You can add, like I said, a note on your website inviting people to reach out if finances are a barrier for them to work with you. You can create an application for some reduced rate spots as opposed to like full scholarship spots if you want that.
you can decide also how many discounted or maybe pro bono or scholarship clients you wanna work with a year and then you can enforce that boundary. I think that's pretty important to know how many you're willing to take on. Again, you have to stay in profit to be able to do the nonprofit work. That's just the way it goes. So all of this is connected to that mindset shift that I've been talking about and...
When you're charging what you're worth as your baseline, when you get to that place where you're charging what you're worth, generosity becomes a choice, not a default. And I love that. It used to be a default for me, now it's a choice. I'm not discounting out of fear. I'm not discounting out of scarcity. I'm consciously creating access for people I really wanna work with, that I really wanna support, who cannot afford to work with me otherwise. And that's a very different energy. It feels completely different to me. And I really love it.
The bottom line is, you always need to be charging what you're worth, nothing less, but that doesn't mean that you can't create access for people who genuinely cannot afford your coaching. There are ways to do that and you get to decide when and how to do that.
