Hello my friends and welcome to another episode. I'm so excited you are here. I have a special, I guess, episode, a very hard one for me, but I wanted to talk to you all about, um, because I have made the very bittersweet decision to shut down my membership, the Quitter Club at the end of 2025. So right now I am recording this. You're hearing this probably at the end of April of 2025. And so we still have about eight months of the Quitter Club. So I'll talk about that at the end. If you still wanna join, this is the last, um, time. You'll have access to all of this material and to the coaching with me. And so I hope you do join me for this last hurrah, um, because I think the next eight months are gonna be the best. But I did wanna take a moment to talk about why I'm doing it.

Um, I announced it to the people in my membership earlier in the beginning of this month that I had made the really difficult decision to shut it down. And I wanted, if you've been around here for a while, you know that I always talk about kind of the good, the bad, the ugly. I try to be as honest and transparent about my journey and really why I do things, um, and how I do things and how I think through 'em. And a lot of the stuff that I coach you guys on, a lot of the stuff that I talk about on the podcast I apply to myself. And so that is a lot of what has come up in the this decision. And so I wanted to talk about it so you get a better understanding of why, both from a business standpoint and also a personal standpoint why I chose to do this.
Okay? And so that's what this episode's gonna be, is I'm gonna give you a little bit of a behind the scenes of how I made this really difficult decision to shut down the quit club. Um, it has been an incredible three years, which is crazy. I mean, it will be three years by the time, you know, I think by September. So by the time I'm shutting it down that I've had this membership and I have a loved doing it, I am so happy that I did it. And I'm so honored to have played a small role in the journey of hundreds of people that went through the club that have been in there, that have some people who are rocked with me from the beginning, who are still in the club. I love that you, my founders, um, just so many people that have really come in there and made the decision to change their lives that really took accountability of their mindset and their own journey and their careers.
And they did some really incredible things and they really fundamentally shifted how they approached their life and they set boundaries and they picked really big careers and they started businesses. And it's been absolutely beautiful. And one of the hard things that I talk about a lot here and that I had to really grapple with is that oftentimes it is a lot harder to make a decision when something isn't broken, right? I think I always tell you guys that like, you don't have to hate it to leave. It doesn't have to be terrible or like a disaster for it to be like, oh, you know, now we have to shut this down, or I have to do something different. And that's something that I grappled with, with the club for a while because
It quote unquote works. It is working. I have about a hundred members in there, it's fantastic. Uh, people are getting results. I love being in there. And so on the outside it is seemingly like, well, why would you shut it down? And that is why I grappled with it for a while because some things were working and some things weren't, and some things weren't personally just on a personal level for me. And some things weren't working, I think, for my clients. And so I really had to, uh, sit and mull over what is the not, I mean, for lack of a better not right choice, but what is like the best way to move forward for me in this business and for my clients? And like I said, I think one of the harder decisions to make is when things are working and you still realize that it's not in your best interest to continue moving forward, which is sort of what happened.
Whenever I make a decision about my business, I tend to look at it from two different angles. I always kind of start with looking at like, am I getting people the results that I say I can get them? Am I getting my clients the results that they want? Are people, um, having the successes that I think they should have or that they are coming to get in my programs? And I, I've constantly in my business tweaked or looked at like, what is the best container that will get them those results, right? What is the best method of me working with them? Is it one-on-one? Is it in a small group setting? Is it in, you know, a three month course? Is it in a six month course? Is it in, um, a membership, an ongoing membership? So I'm constantly been like playing with these things to see like, how can I make sure that people get the results that, um, I am promising because I always want to feel in integrity with what I am selling.
I never want to feel as though I'm selling something knowing that I either I can't deliver or that people aren't really going to maybe don't need this much time or don't need this much, um, support or need more support or whatnot. And so it's not an, uh, a science, it's more of an art. And I think it is a lot of experimentation and I'm constantly really thinking about like, how do I get people better results? How do I make sure that more people are getting results? And so what, like what is the best container? And so I do think about that a lot and I did really think about that in this scenario. The other thing I really think about often and I have to come back to, 'cause I tend to get drawn away from this, is does this type of business work for me?
And I think like a lot of us, it is very easy to get sucked into what everybody else is doing, what people tell you you should do, what are quote unquote best practices to feel like. Yeah, like, I mean, it is nice to learn from other people so you don't have to reinvent the wheel. And I accredit, you know, my whole business to the fact that other coaches have done this and I can learn from them. But I think what is harder is to kind of remember that like, the reason I went into entrepreneurship was to be able to have the freedom and flexibility to do it my way, right? Wasn't to just then create another job for myself or to do a bunch of things that I don't want to do. And so I, I tend to do this in my business. I think like, it's like I talk about this as like a pendulum, like anything in life.
Like I find that sometimes I get straight a little too far and then I have to bring myself back and I have to really question like, why am I doing this? And is this serving me and what is it that I want and what do I want for the next year or whatnot? And, and um, and that tends to guide a lot of my decisions as well. And so how did these two kind of play out in my decision to end the membership? One of the things that, um, the reason I wanted to have a membership is because I really wanted to give more people access to the work. I think that I wanted people to, I wanted to have a price point that more people could afford, that most people could be a part of. And I wanted to create a place where people could stay as long as they needed.
'cause they knew that a lot of times career change isn't gonna happen in three months or six months. Like sometimes you, it takes each person is on a different journey and it might take a year, two years. And I wanted people to be able to come in and work on a specific goal and, um, when they work on that, move to the next goal and kind of build this life that they want. And I've been able, I mean, the membership has allowed for that, but, but when I was starting with a membership, a lot of people warned me about this. And again, I'm actually glad I didn't listen because I, I, I do feel like I wanted, I needed to experience this for myself. And I think that it has still been successful and great for three years. But one of the things people did tell me is that the container, like a membership requires constant marketing and selling it requires constantly getting new people in because there's this thing called churn, which is people are constantly leaving, right?
And so there's going to be people that are gonna come in and maybe check it out for a month or two and then leave. And so you're, you constantly need new people to come in. And then another thing about memberships that I think, um, people had told me about, and it's very true about the type of container in case you're thinking about starting a membership, is that on average in any given membership, it doesn't matter like how great the membership is, there typically is only about like five to 10% of people that are active in it, okay? Which is very normal. And there's nothing wrong with that. I am in a lot of memberships where I am what you would call a lurker. I go in, I might listen to the private podcast feed, but I never post, I never um, ask for coaching. I mostly just like go get the information I need.
I watch the videos, I listen to the call replays and I get what I need outta the membership. And that's well and dandy. I think most people do that. That's okay. But the problem happens is that in order to have a membership that is thriving and that that creates enough material to help people, is that you have to have a lot of people that are coming in that are new, um, that is are gonna want the coaching, that are gonna get more engagement so that other people then have, let's say a private podcast feed of call replays or um, a diversity of issues that are being coached on or um, you know, more engagement in the community. Let's say one of the first problems is that I am not somebody that likes to market and sell all the time, right? Which should have been my red flag when I first started the membership.
But I'm not someone, if you follow me on social media, you will see I don't show up every day. I don't post all the time. I do not sell all the time. I, my speed is mostly like, I like to launch one or two times a year, three times a year, something like that. I can, you know, come talk about the program, tell you everything you need to know, um, get people involved, but I don't really like, or I didn't want a business where I am on social media every single day or I'm running ads and I'm constantly trying to get new people in. And I did try to do that the first year. I was doing a lot of like monthly new, um, masterclasses and constantly doing these pushes and I got really burned out after that first year. I felt like emotionally really burned out off like trying to force myself to do the type of marketing that doesn't really feel good to me or isn't the type of marketing that I want to do.
And so I stopped that after the first year and I started really doing more just to push for annual memberships. And I still only launched like twice, but that just meant that there wasn't this like inflow of a lot of new people. And so when you're looking at like a membership when there's like a hundred people in there, as opposed to like if you have a thousand people, let's say, and 10% or 8% are engaged, okay, 80 people, 80, a hundred people, it makes for enough where you're gonna get a diversity of issues that wanna be coached on or you're gonna have constantly have people that want to be coached when you have a membership that's like a hundred people. And so maybe you're at eight to 10 people sometimes, you know, ours would be up to like 15 or even 20, which is really amazing there it comes to a point where there's like a lot of people that may not want coaching or need help.
And so you're left in this place of like, well, I'm not actually creating a lot of the value that even people that are listening on the private podcast feed are gonna get. And so I really had to think about that for a while. Like when I was doing new launches of like how I felt like did I feel an integrity to sell something? 'cause obviously I knew that people would get the results if they did the work, but I kept really thinking like, am I, do I have a community that people are gonna come into and they're gonna get to hear a lot of coaching and they're gonna get to, um, be a part of this that is like super active and it wasn't. And so it started feeling a little bit harder for me to kind of sell that. Um, and I started really thinking like, are people getting the coaching that they need?
Another thing that I realized with memberships that we all kind of know is that if you sign up for like a small group or a one-on-one, obviously one-on-one coaching, like if you're a small, a higher ticket program, you are most likely gonna show up to all of the calls because the coach will know if you're not there. Like if you're in a group of 10 or 20 people every week and the coach is coaching the same people, you show up mostly because you feel almost obligated and then you put in a ton of money. Um, but that in turn results in you then getting results because you're actually doing the work for whatever reason, right? It's the same as like if you get a gym membership, you can not go to the gym ever, which happens a lot. A lot of people just don't go to the gym.
But if you have a trainer waiting for you, you're gonna end up going there. So you're gonna end up getting more results simply because you have that accountability. And one of the things I was starting to feel a little bit like it was out of alignment with my own like integrity and ethics was that I knew that psychologically the way that most people interact with memberships is that they're going to sign up, but they're not gonna actually show up for the calls. They're not gonna actually like do the work. They're not gonna have the accountability that gets them to sign in. And so while I knew that they would get the results if they did the work, and I understand, I know a lot of coaches might be listening and it's like, I get that I'm not responsible for their results and I can only give it to them and I get all that.
But I did wanna think about like, well, is this the best container? 'cause I don't wanna take people's money knowing that they're not gonna actually show up and do the work. Like that didn't feel good to me. It's not like, okay, I I made a hundred K from this this year, and so like, I should just keep doing it knowing that like I can get you to feel motivated to buy it and you might feel motivated for like a couple of weeks, but then you, you like Lee, some people have stuck with it, some people are very active and I love you all and you come to the calls and you're doing amazing. But that's, that's a very small minority. And so I was really thinking like, am I really getting the people, the results that they think they're gonna get? Am I setting them up for success?
Am I setting them up in a type of container that they're gonna come in and actually do the work? And it was, the answer was more and more becoming no for me. Like it was more and more like, I don't know if this is the best way that I can get people to actually kind of make the changes that they want. And I want, I mean, at the end of the day, the reason I'm doing this is because I want people to make those changes. I want them to ha like create these lives that they love, that they are like these jobs and these careers and the, these boundaries. And so it was becoming harder to see. Um, again, I think there's a lot of people that have created insane changes and I love when I get you guys' emails and when you tell me how much it's changed your life, but I think for me it was starting to feel like this doesn't feel like I am making the best impact I can.
Right? Um, and so I started really thinking about like, is this best for my clients? Like is this the best way that I can get them results? And I think in one sense it wa it is good, it is really like helpful to have a place where you can stay for a really long time, where you can have the time and the energy you need to be able to make change where you can, you know, let life happen because we're all gonna be inconsistent and things happen and you can come back. And I think there are those pros, but I think that it was sort of becoming like, okay, well I don't wanna, I, you know, I don't wanna force people to j come and show up at the calls. Like I don't wanna keep nagging them, I don't wanna overwhelm them and yet I don't know how else to get them in this type of a container to really, uh, put in the time and effort to be able to like, on their own, to be kind of this like self-starter to get the, uh, results that they want.
The other thing that I really was thinking about for a long time, like I said, is like, does this type of business work for me? And one of the biggest flag red flags for me was that like I didn't wanna keep marketing it all the time. I didn't wanna do ads, I didn't wanna do this thing where I had to play this game of like constantly trying to get new people in and constantly trying to grow and scale. And I think that I started realizing that I'd sort of gone too far on that pendulum because I realized I'd sort of adopted this idea of like scaling and creating a, a container that you can scale and finding a container that you can just keep trying to grow and grow, which is, there's nothing wrong with that model. And I think that that model is kind of the, um, exact model of like capitalism.
It's like the point is to try to make the most money, but I am a very privileged position where that has never had to be my goal. My goal has never been to try to make as much money as possible. And it hasn't been to do it at the expense of everything else. Like what is the type of way that I can scale something to the most money? And so I sort of had to re-remember that because when I created the membership, I created a container that has a lot more backend logistics. It has a lot more like wor like hiccups in how you onboard people, how you offboard people. Like people are coming in at different times making sure they all get access to the different tech stack, making sure they get all logged in, handling customer, um, uh, issues, customer complaints, whatever emails.
Um, there was just so much more than there was in any other container I've done. And that's probably my least favorite part of my business is doing the backend stuff and making, like, handling all of the problems that tend to happen with technology and whatnot. And it required a lot more of like, hi, hiring people and managing people, which is also something I don't love doing. And so I started really thinking about like, I've made this business so much more complicated for myself, um, because I sort of thought that I had to create it in a certain way. And I have sort of come back to this idea of like, but I don't want my business to be like that. Like I want a lifestyle business and I want something where I can work part-time and I can sort of run by myself and I don't need to hire a ton of people and I don't need to worry about all of the tech problems all the time.
And like, how do I make it easy again? And um, it reminds me of like, when I was doing the photo booth business, just a quick side story. I was doing a pitch for investment from this, um, small fund that like invested in female, uh, founded companies and it was a great, um, meeting and I pitched them and I told 'em all about my business and I was looking at scaling my photo booth business into this kind of na nationwide thing where you could rent photo booths and just pick up the package like the case and take it to your party and bring it back, whatever. Anyways, and I remember that when I left that pitch, one of the um, fund man, one of the people that was in the fund that worked for that fund, um, was in the restroom and I went to the restroom and she was this brilliant, like Harvard Business School, um, graduate, had founded all these companies, was a very impressive woman.
And she said to me like, when we were in the bathroom, she's like, lemme just ask you a question. What do you want this business for? Like, what do you want out of this business? And I told her and she was like, I just want you to really think about it because at the time I had had my son and I, she didn't know at the time, but I was pregnant with my daughter and my son was a three. And she was like, you have to choose if you want a lifestyle business, which is fantastic, you could hire a couple contractors, you can make a coup, you know, couple six figures a year. You can keep it kind of in this part-time to a little bit full-time kind of job and keep it local or you can go the funding route, but if you can investors, they're not your friend, they're gonna expect a lot and you're gonna go back to working, you know, the way you did as a lawyer and it's going to be kind of building this business and you're gonna have to build a team and you're gonna have to get like, you know, these engineers and whatnot.
We were talking through it and I re and I was so grateful for that conversation because it really put into perspective, like I had just fallen into the trap of like, well, I have kind of a tech business and what do you do? You know, it's, you kind of make it a startup and you pitch it on Shark Tank and you get investors and you grow it and you have these ideas of like these companies that you're gonna sell and that's great if that's what you wanted. But I remember in that moment I was like, God, what am I doing? I left the law because I didn't wanna work like this. I didn't wanna be in corporate America like this. I didn't wanna leave my children all the time. Like I'm in a season where like I have, I'm gonna have two really young children and I don't want to have to have the stress of investors asking me, you know, where like when we're gonna go to market and when I'm gonna be able to be cashflow positive and all that stuff.
And so it really highlighted for me in that moment and that that conversation has stuck with me because I constantly have to ask myself that again. Like, what am I doing with this? Why am I doing this? And I think for me, I had tried to make this sort of system as simple as I could, but it still was proving to be something that was like more than what I had wanted, um, for the back end of the business. And so it just wasn't really conducive with the type of business I wanted to run. And so I was really thinking about that. And then the other thing about the type of business I wanna run again is you get a lot of advice from people that like business is not, your business is not supposed to entertain you, it's not supposed to be fun. Um, like it's supposed to be boring.
Um, go find your entertainment somewhere else. And like, because when you can make it boring, you can make it scalable, right? You, you create some kind of repeatable process and then you just keep growing it. And again, that's not bad advice. That is absolutely fine and dandy if your goal is to scale, if your goal is to make as much money as possible. And again, there's nothing wrong with that, but I realize like for me, again, that's not why I went into business and that's not my goal is not to be this capitalistic machine that like can squeeze out every dime I can from my coaching business. And my goal was like, how do I do something that I really love doing? And part of that for me is that like, how do I allow creativity in my business? And that sometimes does require for me to change things up for myself.
Not even if like the container is fine, but it's like, I've done this for three years, right? I did my last program for three years and I was ready to try something else. Like I'm so grateful that I did the membership because it has taught me so much in the last three years and it grew my business brain in ways that I wouldn't have known if I hadn't experienced it. And it allowed me to work with hundreds of people I probably wouldn't have worked with. And it was fantastic and it was super great and now I'm like ready for that chapter to be over and I wanna try something else and I wanna try different containers and I wanna help people in different ways. And I think for a long time I thought like, well, I'm not supposed to do that. Like, I'm supposed to stick with this until it gets bigger and bigger and bigger until I realize like, but this is my business and I want creativity to be part of it and I want to be able to try new things and just see if it works and see what other containers I like and see how else I like to help people and see what other issues I wanna deal with, right?
And I want my business to be something that I allow to evolve constantly. And maybe it becomes something that's like, hey, you have, you know, like I'm gonna have this program and I don't know how long I'm gonna have it for and then I'm gonna have another program. And I, I understand that there is, um, some business downfalls from that that like maybe it doesn't scale in the way that others do or maybe certain people have negative thoughts about it. Okay, I'm okay with that, right? Because I think ultimately it gets to then be something that is so fulfilling for me and that it keeps me more excited to be in it and to want to do the work and to do it more fully and be more dedicated to it. Which is again, coming back to kind of like, what was the point of me starting this business and why do I wanna do this and how am I helping people?
And so that was a lot. I just threw a lot at you. But those were the main reasons. There was other, there was, there were probably a hundred reasons I've went back and forth on this decision for months. Um, and it isn't a quote unquote right decision. I think I could have kept it going and I could have kept the membership going for the next couple of years, but I really felt complete. Like at the end last month, I got to a place where I was like, I have loved this, it's been amazing and I wanna go hard for the next nine months, now eight months, and I wanna help people as much as I possibly can. And then I wanna think of other things and I feel like I haven't had the space to really think of other things 'cause I've either been just fulfilling the membership stuff or launching the membership. And so I wanna take some time to really think about like, how else can I help people and what other ways
Can I create results? And maybe I can create things that are even more accessible to people. Maybe I can do some things in smaller groups and maybe I can do things that I've never done before. And so I'm super excited. I think that oftentimes, like I talk to you guys about like things being in seasons and chapters closing and I always look at things like this when a chapter closes as a really exciting things because there's a lot of new beginnings and I love new beginnings to, there's so much possibility, there's so much available, there's so much that can happen and I'm excited to see what happens. I don't know, I honestly don't know what the next chapter is. Like right now. I'm very much focused on how do I make the next eight months in the Quitter Club the best? How do I, uh, compound people's transformations?
How do I exponentially get them, uh, the results that they want? And I do think that more people will show up because it is gonna be kind of the last time, this last, uh, run of having access to me as a coach for the price point and, um, doing this work. And so I want to offer that to you. I don't, I'm not great with scheduling things, so I'm not exactly sure when this is gonna come out. Um, I think from when I'm planning it next week, we will open doors for the last time in the beginning of May. We will open the, uh, quarter club doors and you can join for the last eight months for 4 97, which is what I would normally charge for six months. You get two months free and this is the absolute last time that the doors will be open.

So if you've been waiting, if you've been on the fence, if you've wanted to work with me, if you've thought about it and you didn't know whether you should or not, I just want you to know so that you're prepared that this will be the final time to work in this container with me. Um, and so I would love to have you in there. I think that these last eight months we're gonna have a lot of fun surprises and a lot of different ways in and like new frameworks and stuff to get you the results that you want. And so I would love to have you in there. You can go to lessons from a quitter.com/quitter club and sign up for the wait list so that when doors open you are notified you are on my email list. Um, and I thank you. Thank you for listening to this rant. Uh, if you have any questions about the Quitter Club or me or this decision, you can reach out to me. You can, uh, email me or you can DM me on Instagram. I would love to hear from you guys and I'm excited to see what is in store for me and for you. So thank you for listening to this and I'll be back next week with another episode.