What makes the best coaching clients? I had an AHA moment listening to entrepreneur Bob Hurley say, 'I work with people who create magic every day.' That's exactly why I'm passionate about my clients. Each one stretches my limits and makes me more thoughtful, brave, compassionate, creative, and fearless. Together, we create magic—again and again!

Professional life coaching has low barriers to entry but high barriers to success. There are successful coaches without certification and certified coaches who barely make a living. Why? Because to thrive as a life coach, you can't be just good—you have to be great, transformative, even life-changing. Good simply won't do.

The true magic of coaching isn’t in the coach—it’s in the client. My client Kathy discovered her “inner MOJO” through adventure, courage, and community, transforming how she approached turning 64. Her story is a reminder that when we step outside our comfort zones, lasting change and unexpected joy become possible.

After selling luxury handbags for over 20 years, I learned something surprising: my wealthy clients didn't need another bag. What they really needed was relief from the same emotional struggles we all face—the gremlins that tell us we're not enough. Why do we invest more in our lawns than in our minds? The next time you want that designer purchase, ask yourself: could this money transform your life instead?

Not a day goes by that I don't get asked: 'How is life coaching different than therapy?' Here's the truth: both help us understand ourselves and live more purposefully, but they diverge in important ways. Therapy looks at the past to identify what needs healing. Life coaching touches on the past for insight, then anchors entirely in the present and future.

After building a 20-year career in luxury fashion, I made a bold midlife career change to become a Professional Life Coach. Why? Because my work, however prestigious, no longer aligned with who I'd become or the values driving my life today. As I faced this turning point, I realized many in my network were facing the same dilemma.

When in a crisis, leaders are at risk of either under-reacting or over-reacting. Under-reacting means minimal empathy and downplaying the situation; over-reacting means constant high threat, catastrophizing, and creating panic. The adaptive mindset—captured by the Stockdale Paradox—balances unshakable belief in eventual success with deep acceptance of harsh present reality.