16. The Uncomfortable Talk About Outgrowing Your Business: Why I Stopped Saying "High Ticket" For A Year

There was a moment last summer when I realised I didn't want to use the phrase high ticket anymore, and that was the first sign I had started to outgrow my business. I sat with it for a while, trying to work out if it was the bad association the term had picked up in the coaching space, the flashy energy, the charge a lot deliver little reputation. But that wasn't it. I knew it wasn't it, because I've never seen those associations as a challenge. I've always seen them as an opportunity to define my own way of doing things.

The truth was simpler and harder. My work had deepened but my content and positioning hadn't caught up.

If you've ever felt that quiet niggle that something is off, that your clients are still right, your income is still good, your reputation is still intact, but something inside you has moved, this is what the shift actually looks like. Not the burn it all down way. Not the dramatic pivot way. The slow, structural way that happens when you've been delivering at depth for long enough that the work itself has changed shape underneath you.

What I'm sharing here is not the hindsight version. I'm a year into this shift and I'd say I'm only now settling into what my business looks like on the other side. The way I had positioned myself two years ago didn't match the identity work I was actually doing with clients, and the gap between what your premium positioning says and what your work has become is where most high level service providers get stuck.
 

The Year It Takes To Outgrow Your Business Quietly

The online space tells a particular story about evolution. You decide on a Monday, you announce it on Wednesday, by the following week you've rebranded, repositioned and refilled.

I made the decision around this time last year. Things did shift from that decision. But the actual transformation of what my business looks like has taken a year to settle. I want to say that openly because if you're building something with real foundations, this is closer to the truth than the two week glow up version.

It doesn't mean you have to expect income drops. It doesn't mean your business has to slow down. It means that genuinely settling into the shape of a business that matches who you've become takes longer than the internet suggests, and that's okay.

When I first noticed I'd outgrown the language I was using, my work had already moved. In my mastermind and my 1:1 spaces, I was doing more work around identity. The conversations were about leadership, about what happens when clients bring in a team and stop being the ones running every part of the business. Who are they now? How do they show up? What does this mean for their voice, their presence, their decision making?

Alongside that, brand architecture had become a much bigger part of how I worked. Mission, purpose, values, vision, and how those structural bones come through visually and as a through line in everything a client creates. The strategy I'd been known for had quietly become something deeper. Something about who my clients were becoming, not just where they'd been.

And I was still introducing myself as someone who innovates in high ticket sales.

The gag between who you've become and how you're still being perceived is one of the most disorienting parts of building a business with real depth. It's also the part nobody tells you takes time.
 

Why Premium Positioning Breaks When Your Work Has Deepened But Your Bio Hasn't

The structural problem when you outgrow your business is that your premium positioning stops doing its job. Not because it's wrong. Because it's behind.

The clients you've already signed came to you for one version of the work. The clients you want next need to feel the version of the work you do now. And in between those two groups sits the most dangerous place in your business, which is the gray area where you're trying to be for everybody and not drawing a clear line on who you're really for.

You can't sit in the middle. But you also can't assume.

This is the bit I had to check myself on, repeatedly. It's not my role to decide which of my existing clients are ready to evolve with me and which aren't. The coaching space has this very black and white view that the clients who came in for the old work won't want the new work, so we should write them off, draw the hard line, move on.

I find it bizarre.

If you work in a high depth, high proximity way, the clients you attract are dynamic. They're discerning. They have multiple facets to their personality, their business and their life. They are not standing still while you evolve. They are being shaped by your work, even when you can't see the shaping happening in real time. Yet here we are assuming they came to us for content so they can't possibly want to do identity work, and if we mention leadership they'll drop off.

Why are we making these assumptions about really smart, discerning premium clients who are already in our world?

Your growth becomes a mirror to the clients in your spaces. Sometimes it becomes their permission slip to evolve into a part of their own work they haven't been owning yet. The job is not to project your belief about whether they're ready. The job is to evolve with transparency and let them choose.

 

The Real Reason Some Clients Leave When You Evolve Your Brand

I want to tell you about a client because she illustrates this better than any framework I could give you.

She worked with me for 2 years. A year in my 1:1 container, then a year in my high level mastermind. She came in originally for business strategy, high ticket positioning and premium offer architecture, which was the work I was very well known for at the time.

Over those 2 years, I changed. My creative expression became a much bigger part of what I was offering. The identity work deepened. Brand philosophy became central to how I worked with clients. She was around all of that, being shaped by it even when we weren't explicitly talking about what it meant for her.

What I watched happen was her own creative expression came through more. She started exploring different coaching modalities, particularly somatic work. She started developing her own voice, her own frameworks, something that was genuinely hers.

At the 2 year mark, I knew there was more strategy work we could have done together. She knew it too. But there was this quiet understanding between us that she needed something different. She needed to go and explore what she was building, and at that moment, I was not the best placed person for her.

We didn't stop working together because the work hadn't worked. We stopped because the work had done exactly what premium depth mentorship is supposed to do.

A couple of weeks ago, she came back. We did a Telegram day together. I know she'll come back again at some point in the future, because she knows the mirror I hold up to her. But she's also able to develop her own work without me being a constant.

This is where I think the coaching space gets evolving your brand completely wrong. There's this unspoken expectation that once you sign the right level premium clients, they should just keep expanding with you forever. Year after year. Programme after programme.

I don't believe that's healthy. The point of working with someone at depth is not to create dependency. It's to create clarity. Including the clarity to decide whether they keep working with you or not.

 

The Energy Audit That Will Help You Reclaim The Energy You're Giving To The Old Version Of Your Business

I notice when someone is in the middle of evolving and hasn't quite found their footing yet. I can feel it in their content before they even start talking about the depth of the new work.

The feeling is proving.

The proving energy shows up as a really strong before and after line in the business. Talking about traits of clients they used to have and don't want anymore. The client who would never sign for more than 3 months. The client who would ask low level questions (although I don't believe there's such a thing as a low level question). The whole tone becomes "this is who I'm leaving behind, and I really want you to know I'm leaving them behind."

I understand why it happens. By naming the traits you don't want, you're trying to make it easier for people to self qualify out. But two things go wrong.

First, by speaking to those traits, you actually end up speaking more to the clients who have them. They're the ones reading and thinking "maybe I am the three month client, but maybe I'll try six months with her." What you're really trying to speak to is a mindset of someone wanting to commit longer term to building their business. The number of months is just details.

Second, and this is the bigger one, premium clients who are discerning with their investment can feel the anchoring back energy immediately. It's a real turn off. They're not looking for someone who can articulate why they've changed. They're looking for someone who is in motion. Someone whose thinking, presence and work demonstrate where they are now without needing to explain what they've moved away from.

There is a real difference between positioning that says "I used to do X work, now I work with Y" and premium positioning that simply inhabits Y. You don't even need X to come up, because you're so embodied in where you're moving.

So instead of a client profile audit, do an energy audit.

Look at where you're still making yourself available in your content, in your offers, in your positioning, in conversations, in ways that are giving energy to a version of the business you've already moved past. Even the justification of what happened in the past is giving energy to the past. The version of you that the right people will follow is the version that doesn't question, doesn't explain, isn't proving. Just shows up so focused on where you're going that the right people see it and come with you.
 

Key Takeaways

  • When you outgrow your business, the shift usually takes far longer than the online space admits. A year of structural evolution is normal when you're building something with real foundations, and slower doesn't mean wrong.

 

  • Your premium positioning has to match the work you're doing now, not the work you became known for 2 years ago. The gap between who you've become and how you're still being perceived is where most high level service providers get stuck.

 

  • Premium clients don't want you to separate yourself from your past. They want to encounter your thinking and feel immediately that you're operating at the level they want now. Proving energy is one of the biggest turn offs in evolved positioning.

 

  • Evolving your brand is not about deciding which existing clients are ready and which aren't. It's about trusting them to make their own call, and trusting that the right people will feel the shift in your work without you having to spell it out.
     

FAQ

What does it mean to outgrow your business?

Outgrowing your business means your work, thinking and capacity have evolved past the reputation, positioning or client base you currently hold. It's not about burning everything down or making a dramatic pivot. It's the quieter shift where your clients are still right, your income is still good, but something inside you has moved. The depth of the work you deliver has changed, and the way you're being perceived hasn't caught up. Recognising it early lets you evolve with intention rather than contract around it.

 

What are the signs you have outgrown your business?

The clearest sign you have outgrown your business is a quiet mismatch between the work you are actually doing and the way you are still positioned publicly. Your clients are still right, your income is still good, your reputation is still intact, but something feels off. You stop feeling lit up by the language in your bio. The conversations you are having with clients have deepened into identity, leadership and brand territory, while your content is still selling the older version of your work. You feel boxed in by the reputation you built, even though nothing on the surface is broken.

 

Why do some premium clients leave when you evolve your brand?

Some premium clients leave when you evolve your brand because depth mentorship is meant to create clarity, not dependency. As your work shifts into identity work, leadership or a new modality, some clients will recognise they need something different at that point in their own evolution. This isn't a failure of the work. It's the work doing exactly what it's supposed to do. Many of those clients come back later when the mirror you hold up becomes relevant again, often in a different format or season.

 

Transcript

[00:00:00] I see it talked about in the coaching space, this intention that you should have clients who are constantly expanding with you. I don't believe that's always the case. I don't think it's a healthy way to go into mentorship with somebody.

[00:00:09] I have clients like this one who worked with me for 2 years, and she came back the other week and we did a day together. I know she'll come back in the future at some point, because she knows the mirror that I hold up to her, but she's also able to develop her own work.

[00:00:33] Welcome to Rich Work, the podcast for established female entrepreneurs ready to turn their expertise into premium clients and consistent high-ticket revenue. I'm Rachel Pearson, global brand and business strategist, skincare obsessed, and always distracted by booking the next mini break. Here, you'll learn how to position like a luxury brand, attract clients who love to invest, and build wealth that lasts so you can create the business and life you want, not someone else's version of success.

[00:01:04] This is where premium positioning and building wealth meet for women who are rewriting the rules. Let's get into it.

Outgrowing Your Business As A High-Level Service Provider

Welcome back to Rich Work. In today's episode, I'm going into something which, I'll be honest, I'm still in the middle of. So I'm going to share what it's like to be in this process, not having come out the other side of it and be able to talk about all of my learnings with hindsight.

[00:01:30] This is very real, very raw, and it's something that I believe, as a high-level service provider, so somebody who is working in depth with clients and delivering service at a high level, you will continue to experience over the span of your business. That is what happens when you outgrow your business.

[00:01:50] Not in a dramatic "I'm burning it all down, I am pivoting, I am shifting everything up" way. More in a way where you still have clients, you still are making money, but something just feels off. You have moved, and you know that you've moved, and you have changed. But the clients you're working with, the reputation you hold, the type of work you're doing hasn't caught up yet.

[00:02:17] This is something which, especially when you move quickly and you deliver at this high level, you continue to bump up against. I see it with my clients, and as I said, it's something I've been going through myself. So today, we're getting into it and how you can think about that transition or evolution that happens when you're working with clients and deepening the territory you are known for.

[00:02:45] I'm also going to touch on how one of the key ways I see people fall down in this is that they start to over-prove themselves, and we're going to go into what that can look like too. So this is relevant whether you're in the middle of the shift, whether you are approaching it, or whether you're starting to feel a niggle that something is off.

[00:03:05] It comes for anybody who is building a high-ticket business with genuine depth. At some point, your work will grow, your work should grow, and the question is how you grow with it.

This Evolution Can Take A Year, Not 2 Weeks (As Social Media Would Make You Think)

As I said, I am still in the middle of this. Well, not the middle, I would say towards the end of it, but this has been going on for a year, and I want to say that really openly. In the online space we have this tendency to say, "I decided, and then I changed things. Within 2 weeks, I was doing this, and I was doing that."

[00:03:33] I made a decision about a year ago, and things shifted from that decision. But the whole transformation of what my business has looked like is really settling down a year later. I want that to be the truth, because it may be shorter in some circumstances. You may be sitting there thinking, "Well, I've been through this process, Rachel, and it happened very quickly," and that's great.

[00:03:57] But I also want to normalise that when you're building something for the long term and you're really looking at the foundations you have in place, it can take time, and that is okay. It doesn't mean you have to expect income drops. It doesn't mean you have to expect that your business moves more slowly.

[00:04:16] It just means that to feel settled into the shape of the business can take some time to work through, and that's what I have been in.

My Journey Into Premium Strategy, Identity Work And Brand Architecture

So about a year ago, I had a period over the summer where the way I can describe it is I started to feel really boxed in. When I moved into coaching, about 2.5 to 3 years ago, I was initially known for high ticket. High-ticket sales, strategy, positioning, content, all of it was built around premium pricing, premium offers, and how to attract premium clients. It has been the work I've done, and it still is the work I do.

[00:04:56] It was where I really got results with people, and it was genuine to what I was doing in the business. I had that front and foremost in my bio. I was known as somebody who was innovating in the high-ticket space and had built up that reputation.

[00:05:20] Then around this time last year, I noticed that I just stopped feeling lit up by that work, and I didn't want to use the phrase high ticket. I sat with it for a moment and thought, "Is this because I feel like a high ticket is getting such a bad association in the coaching space?" High ticket were seen as charging people a lot of money and not really delivering much. It was seen as flashy, and it's a lot of the things that I don't resonate with.

[00:05:38] But I realised that wasn't it, because I don't see that as a challenge. I see it as an opportunity to define my own way of doing things. So I asked myself, "What is it? Why am I not wanting to use this kind of language?" And you'll see that I am using this language now anyway.

[00:05:56] It was because the work I was doing in high ticket had evolved. The work I had started to do with clients over months, although it took me a while to recognise it, had deepened.

[00:06:02] In my mastermind and in my one-to-one work, I was doing more identity work. We were having more conversations around leadership. I was helping my clients navigate what happens when they bring a team in and they're no longer the ones running the entire business, when they delegate. What does that mean about their identity? Restructuring their office in ways that came with a genuine sense of, "Okay, what does this mean for me now? Who am I? How do I show up in the business?"

[00:06:21] The strategy had really shifted into something much deeper, something around this identity piece, but also what was coming out of it was brand architecture. I was supporting clients, and I still do, around the mission, the purpose, the values and the vision that come into their brand and are visually expressed, but also are the through line that comes through all of their work.

[00:06:40] The structural bones of the business I was helping clients to create was something that was not just about where they'd been, it was about who they were becoming.

[00:07:05] I was still walking around at that point with a bio that said high ticket, high-ticket sales, and I just felt like I hadn't caught up with myself.

The Grey Area Trap When You're Evolving Your Brand

The piece I sat with when I was looking at how to evolve through this, because I had a mastermind that had clients who had come to work with me because they wanted me to support them with high-ticket content, sales and strategy, and it's still a large part of the work I do now. But that was predominantly what they had come to work with me on.

[00:07:30] I sat there thinking, "Well, how does this now work? How do I evolve?" I knew my work had deepened. I knew I had people within this one space who were really looking to me to work on this leadership identity piece and were moving at a fast pace. I had other clients in the same space who were still a bit earlier on, focusing on content strategies and offers, and that's good. That's where they're at. There's no right or wrong about this.

[00:07:49] The biggest thing it came down to for me was that I had to lean into trusting my client. This is where I see challenges, particularly in the coaching space, but I would say this goes across businesses. When we decide that we have evolved, when we really notice it, it's been happening for a while, but when we really notice it and we see that the work now is different to what it was before, it can feel like what I describe in your body as a contraction.

[00:08:34] "Okay, now I need to control it. I need to let people know. I need to make this clean. I need to make sure that it's very clear about where I'm moving to next and what I'm not available for anymore." To an extent, I agree with it. We can't sit in the middle, and you'll have heard me talk about this before, that the most dangerous place in your business is the grey area where you're trying to be for everybody and you're not drawing a line, not setting the standard for who you are for, but you're also trying to please the clients you've worked with before.

[00:09:07] We cannot sit in this grey area. But also we cannot assume, and this is the thing I had to really check myself on when I was going through this evolution again, because it's happened multiple times, that it's my role to assume which of my clients are going to evolve with me and which are not. It has to be okay that as I evolve, some clients will also evolve too, and they might decide that it's not the right time for them to stay in my space.

Evolving Your Brand With Premium Clients

To go into this in more depth, the coaching space in particular really has this very black-and-white view of "you're not for these clients anymore, you're only for these clients." I find it a bit bizarre, because if you work in a high-ticket or even a high-proximity way, in a high-depth way, in a way that you are working in depth with clients, you will be working with people who are dynamic, who are discerning, who have multiple facets to their personality, to the depth of their work, to their business, to their life.

[00:10:00] They're not going to be put into a box, yet here we are going, "No, okay, you came to me for content, so therefore I don't think you really want to do any identity work with me. If I start talking about leadership, you're going to drop off."

[00:10:24] Why are we making these assumptions about really smart, discerning premium clients who are already in our world? They're not standing still whilst we evolve. They're being shaped by our work. We just might not see it from them.

[00:10:35] Your growth will become a mirror to the clients in your spaces, and sometimes it becomes their permission slip for them to evolve and to go, "Actually, this is a part of my work that I haven't been owning and that I haven't been stepping into."

[00:10:56] When you are in that space where you are evolving and you see that some clients are not quite at the stage you are evolving into or not quite ready for that type of work, don't disregard them. Don't make the assumption. The only role we have, I believe, as leaders within spaces is to evolve with transparency and truth and not to project our belief that people aren't ready for that to happen into the spaces we currently run.

A Client Story That Shows What Premium Mentorship Really Does

I'll give you an example. I had a client who I don't work with currently, but I just did a Telegram day with her a couple of weeks ago, so this is going to illustrate how our relationship works. I had a client who I worked with for 2 years. She was in my one-on-one for a year, then she came into my high-level mastermind.

[00:11:48] It's one of those relationships, obviously, across the time we had, where I really watched somebody change in real time. She originally came to work with me for business strategy, high-ticket positioning and premium offer architecture, the kind of work I was really well known for a couple of years ago.

[00:12:05] Over those 2 years, I changed, I evolved, but an area I really stepped into more was my creative expression and the depth of the identity work and brand philosophy. I let that be a bigger part of the work I was doing, and now it's a really big part of the work I do.

[00:12:24] As she watched that, she was around it, she was being shaped by it, even when we weren't explicitly having conversations about what that meant for her. I saw that she started to move in her own creative expression. That came through a lot more, and she started to explore how she wanted to go into different coaching modalities. She was developing her own voice, her own frameworks, and she started to develop something genuine to her.

[00:12:55] It came to the 2-year mark, and I knew in terms of business strategy, there was a lot more work we could be doing together, and she knew it as well. But there was just this understanding between us that she needed something different at that time. She needed to go off and explore her own creative expression, the modalities she's now really interested in. She's doing a lot more around somatic work, and I was not the best placed person for her at that time.

[00:13:31] We didn't stop working together because the work hadn't worked. It was because, in my view, we had done exactly what premium depth mentorship is supposed to do. I was a mirror for her at the right time. I was a mirror for her to grow her business, but also for her to expand and evolve her business, and let that be okay that it got to a point where it didn't need me anymore, not at that time.

Clients Staying With You Forever Shouldn’t Be The Goal

I don't need to be a constant for clients. I've thought about this a lot, because whenever we're going through this evolution, I see it talked about in the coaching space. There's this almost unsaid intention that you should have clients who are constantly expanding with you. You start to sign the right level clients for your work, and then they just want to grow and grow and grow with you.

[00:14:23] I don't believe that's always the case. I don't think it's a healthy way to go into mentorship with somebody. I have clients like this one who worked with me for 2 years, and she came back the other week and we did a day together. I know she'll come back in the future at some point, because she knows the mirror I hold up to her, but she's also able to develop her own work, her own creative expression, her own evolution of her brand and her business in ways that don't need me, but that get to plug in and come in to work with me when she desires it and when it's going to be most supportive.

[00:15:07] I'm sharing this because in going through this process myself, there were times where I was feeling the pressure of, "Oh, well, now I've really got into this identity work and the leadership, and I've evolved my brand and my business. Surely I should now have these clients who just want to stay with me for years and years."

[00:15:25] I do have clients who stay with me for years, but not all of them do. I think that's a really natural, healthy part of you evolving your business, that people will come in, evolve their business or their life with you for a while, and then go away, and then maybe come back, and then go away.

[00:15:44] Isn't that what this is all about? It's about us being able to choose what is the mirror we want reflected back to us at certain points.

How Over-Proving In Your Content Repels Premium Clients

This is where I'm going to pick up on when somebody is going through an evolution in their brand, when they have decided they want to do a different type of work or they want to deepen the work, I can see it in their content before they even start to talk about the depth of the work they're doing.

[00:16:09] It's not just that I see it, I can feel it. The feeling I get, not in all cases, but this is just a feeling of proving. When I see this happen, it's often that somebody has outgrown the clients or the work or the positioning they currently have, and they start to draw this really strong line, almost like a before and after in their business, talking about traits of clients they used to have and who they don't want anymore.

[00:16:43] You know, the client who would never sign for more than 3 months, or the client who would come in and ask low-level questions, whatever that is. I don't believe there are low-level questions in the world, but anyway. It's really this sense of, "This is me moving. There's a future of my business, and what I'm leaving behind, I want you to clearly know is what I'm leaving behind and is not for me anymore."

[00:17:07] I get it, right? By calling out the traits we don't want in clients or in the type of work we're doing, then in our content we are making it easier for people to self-qualify, to qualify themselves out and say, "Okay, no, I don't identify."

[00:17:20] But the tricky thing here is that, one, by doing this, you're actually speaking more to those clients who do have these traits, because they're the ones who think, "Ah, maybe I am the person who signs for 3 months, but maybe I'll try 6 months with her." What you're trying to speak to there is a mindset of a person who wants to be more long-term committed to developing their business. It's not about whether they're in for 3 months or 6 months, that's just the details.

[00:17:37] So by speaking to these traits we don't want, sometimes we can speak more to the client we're trying not to attract so much of.

What Premium Clients Actually Want To Feel In Your Content

The bigger piece for me is that for a client who is really at a level when you have evolved and your work has deepened, these premium clients who are discerning with their investment, it's a real turn-off to have somebody in their content say, "I'm not for this." They just want to feel what you're doing.

[00:18:20] They want to feel the momentum forward, and that momentum forward has this sense of proving in it if it has this anchoring back energy. It's like you're reaching into the past to justify where you're going next, and discerning premium clients feel that immediately.

[00:18:35] The clients you want to attract at a high level are not looking for someone who can articulate why they've changed or even need it to be explained to them. They're looking for someone who is simply moving, who is in motion, someone whose thinking, whose presence, whose work demonstrates where they are now without needing to explain what they've moved away from.

[00:18:55] There is a big difference between positioning that says, "I used to do X work, and now I work with Y" and premium positioning that simply inhabits the Y. You don't even need the X to come up because you are so embodied and moving forward into where you're moving.

[00:19:10] The ones who have already done their own evolution, who have already worked with the best coaches and consultants within the space, they don't need you to separate yourself from your past. They want to encounter your thinking and know immediately that you are operating at a level they want now.

[00:19:32] This is what they should be able to feel, that you've moved into already, without the explanation and without justifying or separating from the past.

[00:19:45] So if we're not talking about what we've moved away from, then how can we really move into this evolution? Because it's not just simply saying, "Oh, I've decided," and then the next day you start speaking about something different. There is a real strength in taking your audience and your community, your social media community, or your current clients along with you.

[00:20:10] It comes back to what I started this episode on, which is around trust, which sounds so simple, but also isn't. Trusting that clients in your world are right for where you're going and will come with you, not because you've told them you've evolved, but because they feel it in your actions and your words, in how you're showing up to calls, how you are interacting with them, because they see the work has changed, because the conversations have changed, because you have changed.

[00:20:42] Trust that they're perceptive enough to recognise that, and also trust that the ones who aren't right for where you're going will make their own call without it meaning anything about you or them. Some of them might come back, as I mentioned.

[00:21:00] This is what good high-ticket coaching and mentorship does. It raises the standard of someone's own thinking to the point where they can make clear decisions, including decisions about whether they keep working with you or not. The goal, in my view anyway, in a coaching space, is not to create dependency, it's to create clarity.

[00:21:20] When you hold onto that, the evolution of your clients stops being something you need to manage and contract around, and starts being something you just get to trust into.

The Energy Audit To Run When You've Outgrown Your Business

What I want to leave you with is that we talk a lot in the high-ticket coaching and premium space about refining your ideal client profile, about raising your standards for who you work with, about being selective, and it does matter. This is something I talk about a lot. I've got episodes on how to look at your catalyst client, that client you can really win with and who matches your level of expertise.

[00:21:55] But today's episode, I want you to do something different. It's not a client profile audit, it's an energy audit. I want you to look at where you are still making yourself available in your content, in your offers, in your premium positioning, in the conversations you're having, in ways that are draining you. Not because you are saying you're not for something and you're drawing a line and saying, "I don't work with these people anymore," but because of the energy you're still giving to a version of the business you've already moved past.

[00:22:25] Even that justification of what happened in the past is giving energy to it. The clients who will follow the version of you now is the version that shows up, that doesn't question, doesn't explain. You are so focused on where you're moving next, and you're trusting that the right people are going to see it.

The Room For Women Building Premium Businesses With Depth

So that is it for today. If this has landed for you, share it with somebody who is in the middle of the shift, or share it with somebody you've had conversations around this with. I think more people are going through it than we are talking about it.

[00:22:55] If you are working at this level and you're in that gap between where your business is and where you know it's meant to be, this is the exact work I do inside Calibration Mastermind, which is my 6 or 12-month mastermind. It is the room for this type of conversation, where we go through, yes, all the structural strategic bits I've spoken about, in terms of content and premium positioning and sales strategy.

[00:23:25] But as you've heard from this episode, so much more about the leadership, the depth, the identity it takes to hold building a business at the level you know you are meant for, and letting your business catch up with the work you are doing behind the scenes.

[00:23:40] Subscribe to the podcast. It helps us reach the right women who are building premium businesses. Come and connect with me on Instagram and the social links down below in the show notes, and find out all of the ways we can connect and also work together. I will see you for next week's episode.

[00:23:58] Thanks for tuning in to Rich Work. I'd love it if you left a review. It helps other women to find us. In the meantime, follow me on Instagram, @rachelpearson.co, for a different take on premium positioning, one that's not about fitting a box. See you next week.