Yes You Can

Top 4 Qualities of Lead Instructors (and How to Hire One)

• Hannah Pratt

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Ever wonder what it takes to become a lead instructor?
Or- if you're a studio owner- how to hire one?

In this episode, we discuss leadership in boutique fitness studios, including what it takes to be a successful lead instructor and how studio owners can identify and develop team leaders.

Key topics include:

✨ Mistakes to avoid when promoting instructors to leadership roles.
✨ The top qualities every lead instructor needs (and how to develop them).
✨ Studio owner must-haves: evaluation rubrics, development plans, and more.
✨ How to foster a positive, collaborative studio culture.

And finally, a sneak peek at upcoming offerings, including customized professional development workshops for studio owners and a new Leaders Lab program for aspiring lead instructors

*Join the waitlist here!*

If you're a studio owner who wants to create a professional development training plan for your team in 2025, get in touch HERE.


Want to level up in 2025? My Black Friday sale is on now for ALL courses and programs with 25% off! Use code BLACKFRIDAY at checkout.


Speaker 1:

Am I going to wait to become a leader when I'm given the lead instructor title? A title doesn't make anybody a leader, so you can be a leader right now, in your situation, in your environment. You can change the culture of your team. Do you have the ability to do all of this? But if you want a position that gives you more of that permission or autonomy, you need to make sure that you are ready for it.

Speaker 1:

Welcome to the yes you Can podcast a soft place to land for fit pros and aspiring entrepreneurs looking for a motivational cheerleader who's been through it all and believes your best life is about being brave and tapping into your magic. Hi, I'm Hannah Pratt, an online coach and vulnerability queen. I'm here ready to share my experiences through grief, an online coach and vulnerability queen. I'm here ready to share my experiences through grief, life and finding my place on the podium to help you level up. So grab a latte and a notebook and get ready to be inspired through the yes you Can podcast. Hey friends, welcome to another episode of the yes you Can podcast. Right quickly, we are talking about leadership and so we're talking about lead instructors, both as if you want to become one, if you are a coach or instructor, or how to hire one and the qualities to look for as a studio owner. Now, before we get into this, I want to note that announce that I have multiple different custom offerings to be brought into your team and either develop workshops with you, coaching with you individually as a leader, or ongoing mentorship. So there is a form to fill out in the podcast notes, because it is slightly custom. I'm not just offering like this is what the workshop costs to invest. It will be determined based on what your outcomes are, how long you want me to work with you in your studio. However, I'm really excited to be bringing this back because this is actually how Instructor Magic started is. I was asked by studio owners to do one-on-one coaching and then I wanted to be able to scale it for multiple instructors joining and not just owners. But getting back to my roots, especially as somebody who has now been a director of marketing at a studio and really brings the membership retention acquisition lens to what I do, I'm excited to offer that. So if that's something you're interested in, the form is in the show notes, as I mentioned. Okay'm excited to offer that. So if that's something you're interested in, the form is in the show notes, as I mentioned.

Speaker 1:

Okay, getting to leadership qualities. So let's start off with some mistakes that I've seen in studios and generally in my experience and working in leadership positions so managing people, developing people, being responsible for approvals of budgets and various things Since 2015,. I became a manager of people at that time and have led teams from 45 above to four and usually somewhere in between. Now I teach college classes, so I'm a full-time instructor at a college, along with my own business, and so I see the development of leadership qualities as something that's incredibly important, not just in the corporate space, but especially in boutique fitness studios or fitness studios in general general, who might have one location, are looking to add another and might be lacking some processes and step-by-step roadmaps that help develop really quality people. Sometimes we get really lucky as leaders and we have amazing, like just naturally gifted people come up within our culture and our organization, and other times we really do need to be incredibly specific in terms of how we recruit and then develop lead instructors. The mistakes I've seen have included people being promoted because they are a fantastic instructor or coach, but maybe are lacking the leadership qualities to actually sort of be the captain of the team, and those individuals are really not great at sharing their expertise with others or understanding how somebody else's way of doing something might actually be just as good as their own. And so what I mean by this is the best leaders I've ever had in my life have given me lead instructors positions without a ton of clarity around what they're actually responsible for doing and development once they reach that position, to understand how to actually give feedback when they should be giving feedback, how to exercise their leadership role within the team, how to navigate being a leader of a team now when they used to be just their peers or colleagues or friends.

Speaker 1:

Being a lead instructor is a huge, huge privilege, and it is a leadership position within the studio that is often sort of that studio owner's right hand, or maybe even they're a manager. They're the ones who make the schedule. Sometimes they they are the ones, as I mentioned, who are giving feedback to other instructors or coaches on their team, and and often they are are visibly the ones that others look to for having a mastery of skill to some level. So mistakes that I see are people being promoted again without any sort of coaching, mentorship, operating procedures, training development. Just because they are great at what they do, which is leading classes, they get a ton of positive feedback. They are great at what they do, which is leading classes, they get a ton of positive feedback. And so I see that being a huge mistake and often one that results in a lot of interpersonal challenges for the studio owner then to try and figure out what went wrong. Number two so I guess it's sort of a segue is like the lack of training People being promoted for the wrong reasons.

Speaker 1:

So again, filling classes is not a reason to promote somebody into a lead instructor role. I talk about wait lists a lot, and that's something that I think everybody should learn how to do, even if it's not always possible or it's not your reality. I do think that it's helpful to take the drama around out of how to fill classes and market yourself and promote yourself. I think that's really that's like self-care is to not say I'm not filling classes because I'm a terrible person or a bad instructor, but rather what can I do from a marketing perspective to promote my classes and how can I share my qualities and my branding in a way that attracts riders or how do I have membership retention strategies in place so that when people come and have a great experience, they're going to want to come back and there's an easy way for them to do that. So I digress, but the wrong people can be often be promoted, and there's a whole bunch of research on this.

Speaker 1:

As to whether hiring the quote unquote divas in your organization is great or not. Many in the tech industry will say and there's some famous podcasts on this of a person who refers to people like Steve Jobs and other disruptors as being the divas. Yes, absolutely. If your goal of having a lead instructor is to have somebody shake up, disrupt, create new formats, having a genius level person who is creatively inspired all the time, that's a great idea to have that type of a person in the leadership role. Talking about, lead instructor is usually the one who is responsible for making the schedule, who might be responsible for managing interpersonal issues between instructors or coaches, who might be responsible for creating professional development or training opportunities for the instructors, who might be responsible for coming up with new themes, working with the studio owner on challenges, supporting instructors who are quote-unquote underperforming or who are not seeing class sizes grow, and so forth, and nowhere in that list of duties that I just gave.

Speaker 1:

Is it about that specific person being a great instructor? It's about them being able to manage conflict, communicate clearly, keep a cool head in the face of potential issues, either with writers, clients, instructors, owners, whatever. They have to be able to manage their own emotions and put those aside, their own desires aside, in favor of what's best for the organization and the company. Do I think that that person is usually a diva? Absolutely not. I think that the people who are great leaders can often see two sides of a situation and can say things like I hear you expressing some disappointment around how this went. Can I ask you a few more questions?

Speaker 1:

So, having the ability to narrate what's happening and almost coach people through challenging conversations, managing expectations, so, if there's professional development issues with a team or where they need training in an area, being able to again communicate clearly and say I want to support you in what I know is your goal of building that 930 time slot. Here is my commitment to you and here's what I'm going to ask from you before we get into this meeting. What's going to happen as a part of this process of us trying to get towards that goal together is and I'm just, by the way, I'm literally coming up with this on the spot. I did not prepare this. What's going to happen is we are going to set a goal of when we want to see this grow by, and we're going to set it for six weeks from now and in the meantime, we're going to have biweekly check-ins so that I know how I can help you and we can touch base and see how this is going.

Speaker 1:

Does that sound like something you can commit to and that's something you're interested in achieving with me? Or committing whatever? That's the type of language somebody needs to be able to do to be a leader. And, as you're sitting here listening to this podcast episode, you might be thinking, wow, that would be so nice, because it doesn't sound accusatory. It doesn't sound like I'm being given, I'm being targeted or being given negative feedback. It probably sounds like you have a coach with you, which is really what I believe a lead instructor should be doing, because if you want, from the studio owner's perspective, if you just want somebody to schedule your instructors, that's not a lead instructor, that is a scheduler, that is an operations person, that's not somebody who needs to be amazing at what they do in front of others or leading really exceptional classes.

Speaker 1:

When I talk about lead instructors, I'm referring to that situation I just gave, and also the ability to bring a team together to create really positive culture. I think one of the biggest mistakes I've seen studio owners make is again hiring the wrong people into this position Incredibly toxic people who actually are very divisive and create a lot of unnecessary drama within teams. Our poor communicators are passive-aggressive. They might even challenge the studio owner's decision-making process. They might be speaking out of both sides of their mouth in terms of speaking negatively about the studio owners to the instructors and vice versa, and so. So let's pause on that situation, because that's probably the worst case scenario. But if you are a person who wants to become a lead instructor, here are some things that I think that you should be developing. So, number one I've already alluded to this but the ability to communicate clearly, and there's a fantastic resource that I would recommend, which is called Crucial Conversations. This is actually. This is an audio book, this is a book, and there's free audio versions of it on YouTube.

Speaker 1:

One of the hardest parts of my job has been managing conflict between multiple stakeholders volunteers, donors, sponsors, corporate partners, students. Leadership, or emotional is, or defensive is a skill. This is a skill you can work on and absolutely practice. I've already done a bit of role playing in this podcast episode, but being able to communicate clearly is one of the best qualities I think a lead instructor should have, number two being the person who does lead by example. So that doesn't mean you need to have perfect stats with your classes or have them all waitlisted or have them you know, whatever. However, you should be the person who is constantly dedicating themselves to improving their craft and sharing those resources with others. So one of the tendencies I see people make when they're trying to become more successful is they will gatekeep remixes or choreo or resources Basically, anything that they find helpful to themselves they will not share with their team.

Speaker 1:

One of the things I'm proud of that I've done with Instructor Magic is I hire masterclass guest coaches all the time and I pay them for their time, of course, and that's partly funded by the course fees for Instructor Magic and then usually it's above and beyond what I think is industry standard, because I want to be really competitive and and express gratitude to these guest coaches who are coming into my community and sharing their knowledge. I will, for almost every time I've sent messages to my wheelhouse crew inviting them to attend the zoom sessions, of course for free, and that's been on speech, speech, voice coaching. So Sarah Davis, who is a vocal coach and a speech pathologist, she's done guest masterclasses. I've had Christina Giroux, rowan Aida on branding. Even I've hired my fellow wheelhouse coaches. Anna Klassen has done one, and so there's 12 to 14 masterclasses that I've personally funded and paid for and I'll invite my crews to Do.

Speaker 1:

I do that with the expectation that I'm going to be given a lead instructor role. No, I do it because I think that it makes us all better. A rising tide lifts all ships, or whatever is the slogan right. So share your resources, share your inspiration, be somebody who gives to your team, who encourages your team, and in leading by example, providing feedback, like literally gassing your team up, sharing how you've drawn inspiration from them or that you love their class. Attend each other's classes that's probably its own separate point, but really leading by example in every way that you can think of, in being a great teammate and not just somebody who maybe listens to complaints, but actually somebody who is giving as much effort as they possibly can to help your teammates improve as well.

Speaker 1:

Now a little caveat on that that does not mean giving unsolicited feedback. If an instructor or a coach has not asked you for feedback on a class, do not offer it to them. Or a coach has not asked you for feedback on a class, do not offer it to them, and that might sound a little counterintuitive. You're like well, if you want me to be a lead instructor, I have to practice giving feedback Absolutely but generally, if somebody doesn't ask you for your opinion, just because you've attended the class doesn't mean that's carte blanche for you to give them feedback or even to share that feedback with your studio owner. It's just not in terms of like the transparency and honesty that those are not core values that I have as a leader, and so if somebody has asked me for feedback, I'll say absolutely, and then you learn how to give feedback. So this is point three.

Speaker 1:

So number one communication. Being able to communicate clearly, both in crucial conversations and also managing expectations and also positive feedback early. Who volunteers for things, who shares resources, who gasses their team up, who is generally there and present, not just for themselves but for others. Number three giving and receiving feedback. So, as I just mentioned. Do not give unsolicited feedback. It is kind of insulting and it takes away from what could be a really good bonding experience with your team.

Speaker 1:

Positive feedback is what you should always start with if somebody does ask you for feedback, asking for clarification or saying, yeah, there was this thing you did that I didn't quite catch, can you? And so I, just as I was taking your class, I just wanted clarification on what you meant by this coaching, this cue, and then I'd say, oh, what I meant was this Like okay, great, I was in the back row, I just want you to know that I couldn't quite hear you, and so I don't know if anybody else experienced this, but I it took me a sec to get the choreo. So I'm sort of taking ownership and also acknowledging that it might just be me, while still building in feedback, that hey, this wasn't clear, instead of saying I couldn't hear you and I didn't get it and it was bad. So there's ways to deliver it with tact. There is a book called Radical Candor that I think everybody should read. That's talking about being the ability to be honest, and I think they say honesty without tact is cruelty, and so being able to say, to give feedback that's constructive is one of the top qualities of a lead instructor.

Speaker 1:

Constructive feedback also means shining a light on what's going really, really well, so that the person can feel inspired, empowered and celebrated for the things they are doing well. If somebody only hears from you when things are not going well, they're not going to want to open your emails, text or answer your phone calls. Want to open your emails, text or answer your phone calls. So constantly giving positive feedback in order to help inspire your team is crucial to developing not only a great workplace culture inside your studio, but also strengthening your own skills of feedback giving and getting. There's more things to say about how to provide constructive feedback, but I will say that this was the overwhelmingly top overwhelming. This was the overwhelming top characteristic that came through on my Instagram question sticker about what is the most important quality, and it is hard to read, because I do see this quite often inside Instructor Magic when people are asking me about studio dynamics and expressing challenges that they've had with lead instructors. And so if you are a lead instructor and you have not given the best constructive feedback and you're listening to this and saying you know what? I was quite direct and I didn't. I wasn't asked for feedback and I regret. You know how I was communicating.

Speaker 1:

This is a time to pause and go and share really positive feedback with your team individually and maybe as a group, to celebrate them. One thing I love about Wheelhouse is, every time a great positive email comes in, our studio owner Taylor will share it with the group and celebrate us and shout us all out and it just helps us feel really bonded together. And we're six years in and a lot of us have been there the entire six years. So we've been, we were the OGs and we've remained here for for the great culture as well as the culture of excellence too. But certainly feeling positive and like celebrated helps us feel way more confident.

Speaker 1:

One of the things I try to do with my students at college as well as when I'm giving feedback, is to point out the things that they've done really well along with the areas of opportunity to improve. And so when you are giving feedback, remember to shout out the positive things, ask for clarification. If it is a formal sit-down process, start with all the positives and say listen. I just want to start by the meeting by saying there's so many things that you're doing really, really well, and so we have time where I'm going to talk about those things, in addition to some areas where I think that, based on my experience, based on what I've observed and what we've been talking about for the last few months, I know you're committed to working on as well. But I just want to say that you're doing so many things really really well and I just want to acknowledge you and commend you for all the growth. So in that feedback loop, make sure that you are acknowledging the milestones that this person has hit, and this is for this. Call it for the studio owners in the group. In that feedback loop, make sure that you are acknowledging the milestones that this person has hit, and this is for this. Call it for the studio owners in the group or who are listening to this right now. Make sure that you have a development plan so that your lead instructors are not just going in there willy nilly and creating goals and milestones for your team to hit without having a really transparent process for that. With that, you've helped them develop. So that's just a little side note. So, positive, always overemphasize the positive and then just be really clear about the areas of opportunity. Do not call it negative feedback Areas of opportunity In this feedback section.

Speaker 1:

This is where you, as the lead instructor, have to be open to receiving feedback yourself. So you have to say at some point in this meeting and certainly make sure that you're building in receiving feedback about yourself as an instructor and also as a lead instructor is is there anything I can do to support you in this? Is there anything I can be doing better to help you? Is there anything you need from me? These are the questions that should end a meeting almost every time, whether this is with you and your studio owner, whether this is with you and a one-on-one with one of your instructors. Is there anything you need from me? Is there anything I can do to help you and to improve so that it's not just this one-way communication style but you're actually taking in feedback and if you keep hearing the themes or or some some consistency in terms of what people are telling you, this is probably an area that needs to be revisited. In terms of what people are telling you, this is probably an area that needs to be revisited in terms of structure and process. If everybody's saying, hey, it would be great if we could all get together more often as a group. It'd be great if we could do some training together on XYZ. Then you need to think about okay, I'm hearing this from five different people Part of my job as a lead instructor is to create monthly training opportunities, and so building in like actually taking some action on the, on the feedback you're receiving too, helps instill trust. That it's you're not just there to criticize or to point out where other people get better, but you are taking in their feedback and improving their lives, their work environments, as much as you can. Okay, I don't know what number we're at, but we're just going to keep going.

Speaker 1:

As a lead instructor, one of the mistakes I see some making, especially as people who get a few years into teaching, is they want to teach others how to do things the way they like things to be done. So they are not true mentors, leaders or coaches. They are simply exceptional at the thing that they do, which is how I sort of started this episode. You have to, as a lead instructor, think about what makes that person special and how do they lead. That can use some coaching, but also what are the things they're doing really well and how can I let them fly and have that autonomy, without trying to make them into a mini me as a trainer. I have a lot of instructors who've gone through my programs and who I've led training groups with and they will have different music styles, for instance, than the ones I would use, and it could feel a little tempting to say, okay, you know, I know, I think I know that you love this really like feels, the EDM stuff, but I think that you should play a song everybody can sing to. So, yeah, I have different like on that person's individual style and applaud things they do really well that are so unique to them, while offering some areas that some opportunities or some suggestions or recommendations based on my own experience that could help them, but that don't try and eliminate their unique qualities that got them to the podium in the first place.

Speaker 1:

Or, if you're training others in a training program that could add some really complementary skills and abilities and styles to your roster, because ultimately, you do want to have a diverse group of instructors, hopefully both in their lived experiences and the way they look and all that sort of stuff, but also the way they teach, as long as they're still following what you would consider your template for classes or rides. Finally, for studio owners, this is your call to action. If you do not have a development plan, an instructor rubric on how you evaluate instructors and provide them feedback, 2025 is the year that you need to do this. I have a great podcast episode that I've done with a studio owner and we talk about leadership and I think it's the title of something like Leadership Masterclass with Krista Gurka, and we talk about having rubrics, which is something that I use every day when I'm marking college assignments to help evaluate your instructors, so that everything you do is super transparent. It's not just on an instructor getting an evaluation based on what Hanna likes or what Taylor likes, but also, but like an instructor getting an evaluation based on what Hannah likes or what Taylor likes, but also, but like what are the criteria that you are expected to meet and deliver on? Every class or every day when you're employed here, or every week or every month or whatever? And and how are you objectively doing this or not doing this, and how can we help you? So, studios, please help out your lean instructors by having this in place.

Speaker 1:

To be frank, the position of a lead instructor is usually not full-time and it's usually not paid that much more than what a basic instructor is. So if you're asking them to basically come in here and create organizational development processes, strategies, development plans etc. It's probably way beyond their pay grade and you're going to burn them out if you do not give them the right support. This is absolutely a place where I can come in, help you create that plan, the program, even with your studio, the rubrics for evaluating and even things like templates of how to start a meeting. If you want me to help you train your lead instructors, I can absolutely do that, but please do not let them try and figure it out on their own and piecemeal, because again you will likely burn them out and lose a great instructor who simply wasn't given the tools to become a lead one.

Speaker 1:

One of the questions I've been asked is how do I become a lead instructor if there are no lead instructors at my studio? Great question, so glad you asked. This is going to be something that you should remind yourself of. Whenever any opportunity exists in the world or may not yet exist, but that you want, the squeaky wheel gets the grease, or closed mouths don't get fed. So if you don't ask for the opportunity, nobody's going to give it to you. Rarely does that happen. I should say If there's something that you want, whether it's a promotion, a speaking opportunity, a collaboration, a partnership, you will most likely have to practice the skill of asking for it.

Speaker 1:

One of the best pieces of advice I've seen and I've heard from coaches is the question and asking yourself very honestly would you hire you? So, before you go and ask to be a lead instructor, I want you to do a very honest review of your qualities, both the ones I've mentioned, things like being able to communicate, being perceived as a leader by the way you celebrate support, provide feedback, ask for feedback, show up, volunteer, attend other people's classes, etc. But also, do you have the technical skills? Are you filling classes? Are you doing the things that are sort of the meeting the meets expectations or exceeds expectations in your studio rubric? If you have one, are you bringing ideas? Are you quick to exit negative conversations? Are you a positive force internally with your colleagues?

Speaker 1:

Ask yourself am I somebody that I would want to hire right now? Not who I'm going to change to be or who I've been in the past, but right now, am I qualified and am I committed to being this person Not. Do I deserve it? Not have I done enough? But do I have the ability right now? If the answer is no, think about what it is that you could be improving upon. Maybe it's attitude, maybe it's realizing that your studio owner does have a million things on the go, and just because they haven't told you you're doing a great job or given you the feedback that you hope or support whatever, doesn't mean that they don't care about you. You and taking a pause and saying how can I change my situation and be a leader in this exact situation I'm experiencing versus? Am I going to wait to become a leader when I'm given the lead instructor title? A title doesn't make anybody a leader. So you can be a leader right now, in your situation, in your environment. You can change the culture of your team. You can change the tides, you can create events. You have the ability to do all of this. But if you want a position that gives you more of that permission or autonomy, this is where you need to make sure that you are ready for it first.

Speaker 1:

Once you've done that, once you can demonstrate, I have invested in my own professional development. Maybe I've taken Instructor Magic. I've been taking workshops and courses. I've been listening to podcasts, just like this one. I've been bringing ideas to the team. I've been filling my classes. I've grown this time slot. I created this charity event. I have done all this stuff with social media.

Speaker 1:

Once you can say all of those things, that is a really good time to ask your studio owner, manager, director, whoever, whomever, rather for a meeting to discuss the potential of you becoming a lead instructor, and I would. I would frame the meeting as that's what the purpose is. I'm not. Hey, I don't know. Sylvia, I want to meet to talk about a few things about the studio next week. No, that is not that. That's not the request you want to give them.

Speaker 1:

Again, managing expectations, being clear with communication, is very important. So this is already a bit of a not a pass fail, but an assessment. Hey, sylvia, I hope you're having a great day. I have some ideas for the studio I would love to discuss with you In this same meeting, which I hope we can make happen in the next week or so. I wanted to talk about the opportunity of me becoming a lead instructor in a more formal role than the leadership skills, and you know things I'm doing currently. What time works best for you. I'm happy to arrange my schedule. Can we meet X, y, z, so that might even be a little bit formal? So that might even be a little bit formal, but I think that some formality is warranted when you're basically asking for a promotion, no matter how well you know the instructor or manager or director who is in charge of this.

Speaker 1:

And so, talking about framing the meeting as this, as I'm going to be asking you for this and I'd love to tell you why that's managing expectations, so that they know that they're walking into that meeting and maybe can put some thought towards it they might say, okay, so what are you thinking for compensation? And you can say I'm happy to talk about compensation, but first I want to talk about where I see the opportunities for our team to improve and how I can be a core component of this progress and success and what that looks like, so that we can see where I'd be helping you, taking things off your plate and leading the team, and then talk about compensation that reflects those duties and responsibilities. Sound good, they'll be like oh yeah, absolutely. Thanks so much for your suggestion. Then you go into where you see opportunities, how you've already been doing some of these things and how you can help solve a problem for them, improve things, how you can save money. Maybe if they're off, if they're delegating some of these things external to the company, maybe you could start doing the scheduling or whatever and so forth, and so they want to know how you can improve the bottom line, improve internal culture, save time, save money and how you can demonstrate that as a lead instructor is through all the things I've just mentioned.

Speaker 1:

If this is of interest to you, I have a wait list for a leader's lab. That is a new program I'm developing that is going to be for studio owners and leadership and lead instructors to create a lot of these processes together. At the beginning of the episode, I talked about opportunities to work with me one-on-one and absolutely that is the case Always if you want to inquire about a workshop or coaching. However, this is going to be a scaled course, meaning it's similar to Instructor Magic, but it's going to be ran live and with groups of instructors who have already been on the podium and have developed their skills in the space that they're teaching whether that is for yoga, modality, boxing, spinning, whatever it is Pilates but now want to be a lead instructor, and so we're going to talk. It's going to be a leadership program and course specifically for those types of instructors and studio owners to do this together. If you're interested, please put your name down on the waitlist. I'm super excited to launch this in the new year and it's going to be a bit of a beta round, so people are going to be able to pay a much lower price while I create the curriculum, while we do this together and, yeah, I'm really excited to see who puts their hand up for the new Lead Lab inside Instructor Magic Academy.

Speaker 1:

That is it for today's episode. If you have any feedback, if you are like this was amazing, I absolutely agree please DM me on Instagram. As always, I appreciate those reviews, the shares with others. In this episode we talked about not gatekeeping, which includes resources. Sometimes I'll see on my Instagram posts that especially are educational like so many saves but very few shares, and so please share this with others so that others can benefit from my education, the resources I share for free.

Speaker 1:

Of course, I'm trying to make this as accessible as possible to everybody, whether you sign up for any of my courses and work with me in the future or not, and the more people that can find me, that can listen to the podcast, the more I can fund these free opportunities and workshops. Thank you so much, friends. Have a great day and I can't wait to see you inside the Leaders Lab or inside Instructor Magic very soon. Thanks for listening all the way to the end of the yes you Can podcast. If you loved this one, I would so appreciate a rating and a review on Apple Podcasts that lets others know that, hey, this is a good podcast and it's worthwhile to listen to. If you really loved it, make sure to share with somebody you love who could benefit from a little magic and motivation in their lives. Thanks so much, friends, and have a great day.