In this episode of Psychologically Speaking: The Goal Experiments, Lucy shares her 2026 goal, not just for her business, but for the women who benefit when she succeeds.

We talk about what it means to set a goal that has social impact. Lucy’s ambition is grounded in something practical: helping more women secure meaningful contracts and build financially independent businesses.

This is a grounded, thoughtful conversation about the kind of goal that changes not just a business, but the people around it. If you’re setting your own 2026 intentions, Lucy’s clarity and ambition might be exactly the nudge you need.

SOCIAL MEDIA & WEBSITE LINKS

www.lucygreen.net

https://www.instagram.com/lucygreencoaching/

Hi, I'm Leila Ainge, psychologist and researcher.

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Welcome back to Psychologically Speaking, a podcast all about human behavior, bringing

together fascinating research insights and real life experiences.

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This season, we're exploring goals with our guests and we'll be following them into the

new year to see how their beliefs, behaviors and actions shape those intentions.

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My next guest, Lucy Green, is no stranger to goals.

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After all, she helps her clients to shape theirs.

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And as a business coach and strategist, she helps creative rebels and corporate dropouts

go from stuck in somebody else's scaling blueprint to building a profitable business

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that's fully theirs.

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Now, I love the phrase, creative rebels and corporate dropouts.

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I definitely put myself in the last category, Lucy.

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Welcome to Psychologically Speaking.

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Thank you Leila that's a lovely introduction and yeah thank you for having me here, thank

you for having me on the podcast.

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I have been very excited about recording with you because I was really interested in what

a fellow coach would set a goal on and their approach and how they would do it.

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And this season is all about us listening to lots of different people in different

industries, figuring out what their goal is, where they're going to go with it.

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And

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It struck me that we're probably really used to formulating goals, thinking about what we

need to scaffold them.

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I'm curious to see what your approach is So tell us a little bit about your goal and why

you want us to come on the podcast No pressure.

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uh

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I know, because I'll be honest, it does feel quite exposing to kind of, especially as a

coach, because there's that feeling of like, you've got to have all your stuff together.

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But actually I feel like that's why I know how powerful coaching is because everybody

needs that coaching conversation, that external perspective to get the clarity.

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You can't coach yourself.

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You can use coaching tools on yourself.

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You can, you can do that to an extent, but ultimately an outside conversation always

brings new insights.

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So that's why I was keen to talk to you.

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And also because every time we've met,

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we've just talked non-stop haven't we so

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going to

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I knew it would make for an interesting conversation for me anyway and hopefully for

people listening.

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So my goal is to kind of bring a new strand into my business.

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for next year, so for 2026, something I've always done in my business is support women led

businesses, so self-employed women, female founders, to access kind of more profitable,

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sustainable ways of working and to explore different income streams.

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the I really want to focus on doing that next year is by helping women to access bigger,

better opportunities by working with corporate organizations and landing corporate

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contracts.

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Yeah.

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So it's something that I've got a background in.

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So it's kind of my previous career.

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I worked for agencies.

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I worked in development.

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I worked doing kind of client management, client account management.

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So proposals, bid writing, tenders, pitching all part of my kind of corporate world for

the amount of time that I did it.

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And then when I first started working, was doing consultancy I was doing coaching,

basically.

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So it's something that's always been in my world.

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And I think I've done that thing where I've gone full circle, where I kind of stepped away

from it and wanted to identify as a business coach, supporting their businesses and

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working very much in that way, and kind of leave any links with consultancy behind.

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And the last kind of pieces of consultancy work I did were probably around 2020, maybe

into

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They kind of tailed off quite naturally when COVID hit, because a lot of the organizations

I worked with were socially focused organizations that perhaps had funding from NHS,

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charitable foundations, that kind of thing.

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you know, budgets were all put on hold.

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So I made a natural shift then into coaching more one-to-one and not doing any consultancy

work myself and kind of left it behind.

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And then I've done that thing.

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Yeah, well, I've gone full circle and gone, actually, all this expertise, all these ideas

around it and all these, this experience.

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I really want to support my clients with it in a more structured way.

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So I already help clients to bring corporates as income streams into their businesses when

I'm working with the one-to-one, but I want to do it in a more focused way.

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So I'm launch a coaching and training program called Good Company to support people to do

that.

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So that's going to be my kind of vehicle for doing that next year.

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And I was trying to think of a way to like phrase that as a goal for you.

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So I guess my goal is

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to launch that program but also to own that expertise and to kind of stop playing small in

that area and to make it like a central part of my work and to become known as like the

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go-to person for you know working with corporates.

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I think this is amazing on so many levels.

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I mean, what comes to mind here is the idea that you're going from taking corporate

dropouts to helping them to almost parachute back in on their own terms.

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That is so cool.

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And we've got similar-ish backgrounds.

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We've both doing consultancy and you're talking about bids and, you know, pitching and

that kind of stuff.

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This is a language in a world I'm very familiar with.

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Yeah.

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when we look at women and how they make money in their businesses, and I this is backed up

by the recent research I've done on good girl economics, that doing just enough and

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playing small narrative looks a bit like, well, I'm just going to target other women and

I'm just going to work with other women and small businesses and I'm not going to go for

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the corporate because that's out of my league or...

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Whatever that belief system is, mean, but you tell me, because you work more closely with

these female founders, what kind of beliefs do they then hold about those corporates?

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Yeah, I think that's very true what you said.

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I think that idea of like retreating into your comfort zone a little bit and kind of like

only working with people that are like ourselves or the freelancers or the individual

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women who are perhaps like you're working more B2C with them rather than B2B.

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And I think there is that perception of corporates as these kind of big monolithical

organisations full of perhaps men in suits that, you you can't knock on the door, you

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can't get into, you've got no way in.

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And I think this

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dismantling that idea a little bit is helpful for a start to kind of remind people that

organisations are just organisations of people.

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They're just groups of people brought together for a particular purpose or mission or

motive or whatever.

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And when you're working with an organisation, generally you're finding a contact, you're

finding a person that you're going to work with and they're the person that opens the door

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and introduces you to other people in that organisation or brings you on board to work

with them.

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So I think remembering that,

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organisations are full of humans as well and there are other humans working there is

really important as a starting point.

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always good.

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And psychologically, know, it's that safety thing that drives us to work with people who

look and sound and feel like us.

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The psychological safety looks like putting ourselves a little bit out of our comfort zone

sometimes.

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So it sounds like your launch and your new service is definitely going to support women to

do that.

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So tell me a little bit about what you mean by launch.

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Sure, so for me, I guess a launch is kind of the idea of building hype around something,

so building interest and kind of momentum around something, around an idea, around a

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concept that you want to put out there that you want to garner interest in and kind of

gauge reaction with.

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And I've done a little bit of that already with this, so I've very much kind of tested the

idea.

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I've not sat at home in my office and come up with it in isolation, you'll be glad to

hear.

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I've done my market research, it's come out of, it's been born out of lots of

conversations.

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and it's also developed from literally delivering this as a one-to-one, so working with

people one-to-one, them saying, oh I want to work with organisations, I want to work with

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companies.

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So it's kind of been tried and tested, but it's more about kind of making it, you know,

formalizing it and creating a kind of specific, I don't mean like the word in coaching,

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but a container for it within my business, like a place for it to live with a name.

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So for me, launching it looks like, I guess, formally announcing it, putting out there in

the world, letting people know how they can access it.

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And then, like I say, also creating a little bit of a kind of a moment for that to happen,

like hyper.

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it and an opportunity for people to kind of go yeah I'll raise my hand and I'll join that

and that's what I need right now.

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So I've been working on a kind of profiling quiz that I'm going to be using to help me

kind of generate leads and find people that are interested in working in the corporate

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world and then help them to kind of identify what's holding them back from working with

corporates and so that's been really fun that's going to be ready very soon.

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And then also, we'll probably put on some kind of online event.

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So that might be a webinar, a training event, a presentation, something like that in the

new year to kind of launch it as well.

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So those are my ideas about how to kind of get it out in the world.

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And that's typically what I will do if I'm launching a new product or a new thing.

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And is that what's worked well for you in the past?

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It is, yes, yeah, I feel like I've always...

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kind of succeeded well when I've connected with people by showing up and talking about the

thing.

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I think that's a really great way to kind of connect with people and understand what it is

you've got on offer and how it is also that they'll be working with you.

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Because I always think that people are going to be working with you through, you know,

one-to-one or through kind of hearing trainings from you.

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That's what they need to hear in order to be kind of sold on the idea of working with you.

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They need to get an experience, like a little taster of what that's like.

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And so I've always found that when I use video to

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communicate like that really helps me to find the people that are going to enjoy working

with me as well.

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So you've got a launch date in mind, sounds like it's January.

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That's definitely happening.

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There's going to be hype around that.

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So you're going to make a noise, a good noise about that.

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You're going to do a launch event of some type, and you've got a...

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funnel, I'm using sales language now, but you've got a funnel, a lead magnet, a quiz that

you're using to go into that.

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So I can already hear that, you know, this is something that you're comfortable with the

format of how to do these things and that feels like it's in your comfort zone.

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So let's ask you a question then.

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What would be out of your comfort zone for this launch?

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Yeah, I think it's probably around what I said about that kind of owning the expertise.

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I think...

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It's an interesting kind of conundrum or situation in coaching that you come across

frequently and learn to deal with, but then it's kind of come up again with this topic

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especially, where as a coach, the whole point is you don't have the answers.

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You're not mentoring necessarily.

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You might sometimes kind of bring in an element of that, but you're not mentoring, you're

not teaching.

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you are coaching and so therefore the client is the expert, the client's in the driving

seat, the client has the answers within them in your job like this is how I see it, my job

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as a coach is to draw that out them and help them figure out what's going to work for

them.

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When I talk about doing a kind coaching and training program that means that there'll be

elements where I will be training and educating and sharing expertise when it comes to

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helping to kind of shortcut learning so providing resources and templates and

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answering common questions like what do I put in a proposal or how do I pitch or where do

I find a good gatekeeper to talk to to get into an organisation.

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Those are the kind of things I'll be helping people with.

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But yeah, kind of as a coach quite often you have to go I don't know.

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And that can feel quite exposing.

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And I had a chat with someone the other day, they wanted to, they were like, I don't know

how to price this offer for corporates.

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they, and they just want to know, they want you to go, the price is, you know, the figure

you should put on your proposal is this, you know, it's 10 K, it's 50 K, it's whatever it

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is.

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And actually there is no right answer.

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And they know better than I do what that price should be.

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And there's a whole host of, of kind of ways you can make that decision, which might be,

you know, gathering information.

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at competitors, it might be deciding what your own pricing structure is, it might be

looking at what's sustainable for you as a business owner, it'll definitely be asking them

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what their budget is, but you know there's loads of things that go into that decision and

there is no right or wrong answer and that is something that often I think when you you

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know when I talk about kind of owning expertise like becoming the know the person that

people think of or refer people to when it's like oh you want to work with corporates go

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and talk to Lucy like that's the ideal but then you also kind of feel it in kind of

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claiming that space there's an expectation on your shoulders to have all the answers and

so I think that's the thing that I kind of butt up against a little bit and where my

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confidence goes a bit wobbly like you know how do I both own expertise and have that

vulnerability saying I don't know and that's okay

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decides that coaches only ask questions?

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Good, good question.

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I guess that partly comes from my training.

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So when I trained as a coach, the training that I had was very kind of about a pure

coaching model where it's kind of very clean questions, kind of, you know, asking their

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clean, open questions, not, you know, not leading or influencing or...

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kind of adding ideas or anything like that into the mix.

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I always think of it like, you know, when you learn, when you do your driving test and you

learn to drive and you you're taught how to drive exactly by the book and then it's like,

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but if you're gonna go and like drive like Lewis Hamilton and win an F1, you don't drive

like that.

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So actually it's that, I think it's just that, I think it kind of is a hangover from

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This is like the proper way in inverted commas of coaching and and and it's and I have

very much adapted that.

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You know, it's been gosh, it's been probably 15 years since I first did a coaching

qualification.

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I don't know the one since as kind of part of my own CPD.

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But I think it's still that hangover of this is what coaching is and am I allowed?

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do anything else, what yeah, yeah, giving myself that permission to bring in mentoring,

training, know, facilitation to it.

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And it's such an interesting industry in that respect because coaching can be many

different things.

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You've got coaches who are what I would call a pure coach, somebody whose expertise is...

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coaching the coaching skill.

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That is their 100 % put them in a room with anybody, they'll ask good questions and

they're reflective and they listen and ethically their practice is 100 % about getting you

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to the place where you want to go.

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They're there to support you.

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Then you have coaches who are workplace coaches and specialist coaches and they absolutely

coach people with expertise.

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So I struggle, I think like a lot of other coaches do, with those kind of definitions that

say don't do it this way, do it only this way because that's ethically the right way to do

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it.

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I think we have to ask ourselves about the context that we're in as well.

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So

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I hear what you're saying there it comes up in Supervisions with coaches quite a lot in

terms of what type of coach am I.

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the question I might ask you is, is this service coaching or is it something else?

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Good question.

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What is it?

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I feel like it will be, I feel like it's a combination.

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Yeah.

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I feel like it's a hybrid.

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So, you know, when I talked about it, I've kind of called it a coaching and training

program.

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So actually just being really clear about the fact that that is what it is, that it's a

hybrid model where...

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I love coaching so much I could never not include it as a tool in how I help people and

how I support them.

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But, and it's kind of ingrained in me to coach people.

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I'm now one those annoying people who to really try hard not to coach my friends and

family, like, keep a lid on it.

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to see something.

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So yes, there will be coaching in there, actually, yeah, there will be elements of

training and elements of mentoring and of coaching.

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They're probably the three main, yeah, main kind of tools, I guess, of delivery that I'd

be using.

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So stepping out of your comfort zone and claiming space and expertise is what you'd

articulated.

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Hmm

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What is it that would stop you from doing that next year?

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stop me.

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I kind of fear of...

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I was talking about this yesterday with somebody that kind of...

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the idea of like people watching.

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It's like this idea that there's this group of kind of judgy peers watching you somewhere

that are going to call you out and go no you can't do it that way, well that's not how

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it's done or you know and they don't exist or if they do exist it's in your imagination or

you know maybe there is the odd person out there it's like I wouldn't do it that way or

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that's not how I you know I don't agree with how you do things and that's okay like

there's there's plenty of people that do things differently and you know horses for

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courses so I think

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it's kind of that, it's that kind of um self-doubt of kind of it's like a voice in my head

rather than anything practical or logistical or kind you know kind of technical that would

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stop it it is just that that you know imposter syndrome which comes from like I say kind

of critical voices that I've perhaps heard in the past

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in all kinds of but that if I allow to get too loud or if I listen to, then it shakes my

confidence and stops me taking action.

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So that imposter experience that we get is often fueled by, like you say, past experiences

and emotions, but mostly the context that we're in as well.

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And one thing that I find helpful to do is to kind take the emotion out of it a little bit

and think about it in terms of a risk-based approach.

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what, so if we say, yeah.

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Okay, so you've acknowledged there will be people out there who might look at you and your

videos and go, oh, I wouldn't do it that way.

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You know, there are always people in life who say that, you know, I'm one of those

irritating people who tells my husband that I would do things differently to him every

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day.

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So if we were doing in corporate sense, a risk analysis here, we'd be going, yeah, there

is a high risk that

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something that might happen but what is the real impact on me?

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Will I hear those words?

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Will they actually tell me?

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Will it stop me launching?

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And I wonder if that is something you could use as a kind of a structure to head off that

that kind of thought as you go along.

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Yeah I love that idea of risk analysis doing a is it called a rag assessment red amber

green what are the dangers that could happen.

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just because something will happen doesn't necessarily mean it's going to derail you and

perhaps that's where you in particular have more resources because you're a coach, you

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have more in your toolkit to help yourself when things do feel shaky and that's a

different thing, isn't it?

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Rather than that being a self-belief thing, that becomes a trust thing and trusting

that...

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that toolkit that you've got and you know you can use.

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I think you said right at the beginning, you know, it is difficult to coach yourself,

mostly because we know we've got all the tools, but we don't always select the right one

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at the right time because we've not got somebody there on the journey with us.

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Yeah, yeah, absolutely.

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And I really like that idea of like using that metaphor of a risk analysis and the kind of

like playing with the corporate approach because it's that's what we're talking about.

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That's what I'm kind of thinking about anyway in this in this scenario.

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And it made me think of the word stakeholder and the fact that actually.

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it's that thing of like the people that mind don't matter, the people that matter don't

mind, that actually, you know, those negative voices, they're not stakeholders in this

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event, in this service, in this launch, in my business.

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My, you know, my stakeholders are the people who are in my audience, I care about, who I

want to succeed and who are, you know, my potential client base or my existing clients.

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Like they're the kind of stakeholders that matter to me.

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So actually focusing on them and what they

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need and how I can serve them best kind of helps to think to quieten that voice.

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was thinking actually that's yeah that's not I was gonna say an irrelevant opinion but

it's a it's it's a I don't need to take it into consideration because it doesn't have an

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impact on the work that I'm doing I guess yeah yeah

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is it isn't it?

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What is going to have the impact you know?

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Is it me that's going to be impactful in my business or is it those other voices that I'm

imagining and you know we call

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especially in social media and online spaces, this idea of an imagined audience is rife.

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There's this idea of something called context collapse, which happens in online spaces

because when things like Twitter first started, for example, you could be on a message

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board and you could be chatting alongside your gran, a CEO, a hobbyist.

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and all of a sudden you're out of your normal context and that rattles us a little bit,

you know, it takes us out of our comfort zones.

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So that's why things like coming onto a podcast, that will feel exposing because my

audience is possibly not your audience.

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So you're thinking, wow, I've got no context here to who's gonna hear this and what's

gonna happen.

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And that is it, that's the context collapse in action.

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So when we start to name these things and we start to understand them, I think it's a bit

easier to kind of go, I can take the emotion out of that a little bit because I can either

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choose to worry about it or I can choose to move on with my actions and my plans.

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Yeah, yeah, yeah, absolutely.

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I love that.

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kind of, yeah, getting a bit analytical about it kind of really helps.

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Yeah, definitely it takes the emotion out of it.

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Yeah.

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you've got your launch, you've got your funnel to get people interested, you've got your

own hype, you are going to consider things like impact worry around self-belief comes up.

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But What kind of things have you got in mind that you could do to ensure that you are able

to show up and hype what you've got?

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I do have some support in place.

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mean, um...

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a programme with a mentor that'll be a lovely source of support for me.

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there'll be peers in there cheerleading and and wanting me to win on this.

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I think leaning on that and using it because you have to proactively engage, even if

you've you've paid for it and you've joined and you've done the thing, you still have to

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show up, you still have to ask for help, all of that.

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I do have that tendency to kind of you know if I get into a spiral of too much of my own

head, negative thoughts, working then it's kind of retreat you know turn to a hermit and

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actually remembering to reach out and to connect with people when I'm feeling wobbly is

really always a good thing

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I've got good kind of planning tools in place in my business.

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I've just started using Notion and I've become a total Notion obsessive in terms of that

being a kind of planning and documentation tool.

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So that's really helped me to feel really organized I think one thing that

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I guess could work for me or against me in this is that I am very conscious that I'm the

kind of person who I'm not great with like slow steady regular drip feed of anything in my

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life with day, you know, with regular daily habits.

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I'm the kind of person that enjoys that probably dopamine hit of like a big push, a big

like challenge.

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I've always worked on project based.

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Mm-hmm.

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work in my life, It's been, you know, about, you know, going from A to B, delivering

something, getting it done, the being a very clear kind of end point.

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what's kind of tripped me up maybe in the past is that I've applied that energy into my

work when I've launched a group offering or training program or coaching program.

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And I've had a big push and it's not that I've collapsed in a heap and burnt out.

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Like I've enjoyed it and I've done it and I've, you know, celebrate the end of

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but then I've kind of not built on it I think the thing that I'd like to do here is make

sure that I'm also like creating momentum with it and building on it and taking it further

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in the future as well

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using his push of energy, then also, and allowing myself a little afterwards, but then

also kind of building on that as well.

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So I don't know, yeah, how to kind of, hmm.

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January feels like it's very much a push of energy.

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What's your, moving forward with your timeline, where do you think your initial launch

will taper down, i.e.

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when you've done your first kind of event or workshop or whatever you're doing?

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I think in February time it'll be a short push, like a window for a month or so.

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Okay so if you move yourself forward then and you're now in that place where you've done

your initial work, you've recruited your initial clients, whatever that looks like, and

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now you're in momentum phase, what do you mean by momentum?

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I guess, I guess it's kind of.

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I guess it's taking that energy I've put into that thing.

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and then I'm building on it and taking it somewhere else rather than kind of I think what

I've done in the past is gone oh I'll put this thing out there and I'll see how it goes

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and I don't know how it's going to go until I've launched it and then because I've not had

a kind of forward plan it doesn't necessarily go anywhere because I'll go back to day to

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day or I'll get distracted or I'll think that went quite well but maybe not as well as I'd

hoped and so I'll move on to the next thing so it's a little bit of shiny object syndrome

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maybe coming into play there

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One the things that I've really thought about is how could I attach a really fun goal to

bringing people into this piece of work.

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And I've thought about setting a target around it of...

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supporting women to secure like a certain figure in terms of a number of contracts they

get so that maybe like supporting women to secure like a million pounds worth of work and

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bringing that into like having you know a group of well-resourced kind of women running

profitable businesses because that's always that ripple effect of well-resourced women is

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just incredible in terms of how women like when you know money is in women's hands the way

they spend it is very different and

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I think that feels really exciting and so kind of maybe having like tapping it in like

tapping into a bigger goal almost like that of like a mission I guess I'm saying like a

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mission a movement rather than just just do this launch get this thing out there see how

it goes is kind of like no this is step one of like a bigger picture so kind of perhaps

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having that bigger picture in mind as well would be really motivating for me I think.

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How big could you get this?

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How big could you go with it?

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if I really, really pushed and I really stretch myself, how many millions could a group of

women founders who are using your coaching and training package to get corporate

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contracts, are you looking at scale over a year, two years?

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what would your measurement framework look like?

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I guess I think what feels quite exciting about this is it feels kind of uncapped like

it's like well there is no limit like in a way but I guess in terms of kind of my horizon

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of thinking it's

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I always, my brain always works in like one to two years as like, can think of that in

quite a practical sense.

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And then maybe like five years is as far as my kind of forecasting goes in my head in

terms of how I imagine it going.

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I've said a million, that just feels like quite a achievable kind of goalpost to have at

the start.

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it could go much higher.

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oh And also I could imagine this being a kind of a basis or a framework for them

potentially supporting that group on an ongoing basis through securing like contracts of

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work or maybe having like a bit of associate model or an agency model kind of in the

business.

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So I've got kind of ideas that it could lead onto bigger things as well.

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that feels really, yeah, really exciting.

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It So are we talking about your goal being something that's launching a training and

coaching program, something tried and tested that you've done before, under a different

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guise, or is your goal this one million getting women impact, is that the goal?

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Yeah, I guess it's the goal beyond the goal.

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it's the ultimate goal for next year.

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Yeah, if I think of it over the course of the whole year, that would be the goal.

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the which is exciting.

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a moment to just reflect that when we often set goals, perhaps sometimes we're kind of

thinking of the mechanism to get to the goal and that's what we focus on.

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What comes through for me whenever I speak to you is really just the social impacts that

you're interested in and

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and women and the businesses that you've worked with and the profile.

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I mean, people need to go and check out your website.

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It's lucygreen.net, isn't it?

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it?

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Yeah.

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I think just go and check out your profile because that feels like it's quite an important

value for you or certainly for mine.

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massively so.

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I've always worked in either the arts or charity sector as my work with commercial

organisations as well, like in-house with commercial organisations agencies as well as

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in-house with charities, but always in those sectors and always worked with socially

focused organisations.

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And so that just naturally seemed to be the client base that I attracted when I started

working for myself.

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creatives, people with a social focus or impact, or just people that care about what they

do, which so many people that really care about their clients and care about the impact

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they have and have kind of bigger missions themselves a broader kind of social focus in

terms of how they want to support and help people

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that kind of social mission has always been there.

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And it's kind of, again, that going full circle, like not forgetting what you've always

enjoyed and loved and what's always been part of your world.

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and embracing that.

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And actually, I think part of that is that I really love to, and inspired as well by the

work you've been doing recently with this research project and publication that...

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I want to properly track that and map it and evaluate it and evidence the impact of it as

well, which I don't feel like I've been very good at doing in my work,

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not necessarily kind of tracking it in terms of this is actually the ROI of working with

me or the impact of the work that I do with clients or just even that kind of like

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collectively looking at like I say like what does it look like when you work with a cohort

of women like how much have they revenue if they go into their business and then how do

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they intend to spend that or where does that go or what impact does that have for them.

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I don't know if you're familiar with the concept of the balanced scorecard at all.

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Have you ever heard of a balanced scorecard?

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Yeah, it was massive corporately in the 1990s.

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but the idea was there was two sides of a corporate scorecard.

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You had your inputs and you had your outputs.

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but for the very first time things like corporate social responsibility were starting to

come through.

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And it was this idea that it's not just goods in, goods out, goods in, transformation,

goods out is your profit line.

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It was the idea that there's loads of other things that happen as a business that create

this, you know, this kind of interconnected scorecard.

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So we've got all of the new stuff around things like EDI and...

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you know, green stuff, et cetera.

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But I wonder if there is something there for you in terms of having a look at how

businesses, certainly the corporates that you're looking to support women getting into,

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what measurement frameworks are they using?

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if you're able to then understand where their value taps into these corporate frameworks.

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It's a bit like, you know, if we're writing a big paper or something.

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you try and use the language that the company uses on the website.

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that's something you'll be teaching in your trainings anyway, but using that yourself to

say, actually, I can have my own, whether it's a scorecard or something more modern, I'm

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going to collect measures because there isn't just one, but then I can think about how I'm

going to measure that moving forward.

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Yeah, I love that idea.

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Yeah, yeah.

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Developing a series of measurements and having a framework for showing that impact, but to

the organisations that women might be working with and seeing how it feeds into that so

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they can connect with it as well.

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Yeah, that's a fabulous idea.

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Thank you.

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you've told us a little bit about your idea, mission, goal, we've gone a step further and

you've said actually this could grow and if I get momentum this is where the goal could

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be.

365

What are you taking from this conversation

366

I think it's...

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to focus on the bigger goal and to remember because that feels really motivating and

really inspiring and kind of is like my own call to action, my own kind of like to look

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beyond my own fears or to, you know, if on those days we have a wobble, have an imposter

moment to go, actually, there's a bigger reason for doing this, like stick with it, stick

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with the programme.

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So to have that as the goal.

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And I also like the idea of it being, you know, it's a 2026 goal.

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Like it's a nice kind of...

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a nice meaty thing to get stuck into over the course of a year.

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Also, it's quite flexible because can be inventive over the year and find different ways

to reach that goal.

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If I need to, can course correct, you know?

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So there's that.

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So yeah, I think that's what I'll take away is that focusing on that bigger goal is the of

the primary motivation.

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And then thinking about this launch of this program and building

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a new way of working, a new offer into my business as a really solid mechanism

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I love the fact that you're going bigger because you know all of the evidence

psychologically tells us that that, like you said, it's going to be more motivational,

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it's going to really stretch you and it's going to sustain you.

382

it's that striving towards the goal, not necessarily reaching your goal that gives you the

dopamine hit.

383

Yes, yeah, absolutely.

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you've made a few suggestions that have been really useful around ways to be quite playful

with that corporate approach, you know, with things like the Balance Scorecard and the

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Risk Analysis, and I think bringing them in kind of feels fun and playful and kind of

like, you know, a good way to kind of, yeah.

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stepping in and going, I own this, this is my expertise.

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I'm really excited to see where you go with this, it will be playful knowing how you've

done things before.

388

I'm going to catch up in four weeks time.

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So yours will be four weeks from today, which will be just before Christmas.

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Right?

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what kind of question would you like to be answering in four weeks about your goal?

392

I think I'd like to be able to give you a really clear plan for what the launch is looking

like in January.

393

So to be able to say this is happening, yeah.

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that's a common theme what I'm finding with these conversations we're taking an analysis

or forensic look at these goals and everyone's coming back and going right my goal is

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going to be really good and formulated and meaty for January

396

absolutely, sounds fantastic, thank you.

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uh

398

It's been a pleasure to have you on Lucy.

399

we always have a good chat every time we see each up.

400

thank you so much for volunteering to come on, especially as it can be exposing, hopefully

you've enjoyed it as much as I have

401

Yeah, I've really enjoyed it.

402

Thank you so much, Leila It's been a brilliant conversation.

403

Thank you.

404

If you've been listening and thinking I'd love to feel that kind of clarity about my own

goals, I've created something to help you begin.

405

Head to www.leilaainge.co.uk forward slash coaching and download your goal reflection log.

406

This helps you to uncover what's driving your goals and the space to understand if it's

the right goal in the first place.

407

And when you're ready for deeper work, you'll find all the details of my one-to-one

sessions there too.

408

Thank you for listening to Psychologically Speaking with me, Leila Ainge.

409

And remember, you can help me to reach my goal to double the weekly podcast listeners

410

by just sharing this episode with two friends or contacts.

411

You can ask them the curious question, what's your 2026 goal?