August 18, 2025 • 25 mins
In this episode of Career Coaching Secrets, host Rexhen interviews Susan Caine, an executive coach specializing in helping tech startup leaders build high-performing teams without burnout.
Susan, who came from a background in large tech companies, now runs a boutique practice built on referrals. Her coaching process includes a psychometric assessment and is centered on teaching leaders to identify the root cause of problems before acting. She notes that a key challenge in the industry is the stigma some leaders attach to coaching.
A game-changing investment for her has been AI, which has drastically increased her efficiency. Her primary advice for other coaches is to prioritize 100% confidentiality and client loyalty to build trust and create a safe space for vulnerability.
Connect with Susan Caine
- Website: https://susancaine.com/
- LinkedIn: https://www.linkedin.com/company/susan-caine/
You can also watch this podcast on YouTube at:
https://www.youtube.com/@CareerCoachingSecrets
If you are a career coach looking to grow your business you can find out more about Purple Circle at http://joinpurplecircle.com
Get Exclusive Access to Our In-Depth Analysis of 71 Successful Career Coaches, Learn exactly what worked (and what didn't) in the career coaching industry in 2024: https://joinpurplecircle.com/white-paper-replay
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Susan Caine (00:00):
So I think there's a group of people that think
that it's like, I don't need tosee a therapist kind of thing.
I'm good.
I don't need a psychiatrist.
I'm good.
And I think that because thosepeople don't understand actually
what coaches do for them, inmost cases, they don't
understand it.
And it's a very broad field.
I mean, to figure out sort ofwhere you want help and how you
(00:21):
want help and who's the rightpersonality for you, who has the
right style for you.
And it's hard.
It's not easy.
Davis Nguyen (00:30):
Welcome to Career Coaching Secrets, the podcast
where we talk with successfulcareer coaches on how they built
their success and the hardlessons they learned along the
way.
My name is Davis Nguyen, andI'm the founder of Purple
Circle, where we help careercoaches scale their business to
$100,000 years, $100,000 months,and even $100,000 weeks.
Before Purple Circle, I'vegrown several seven and eight
figure career coaching businessmyself, and I've been a
(00:51):
consultant at two careercoaching businesses that are
doing over $100 million each.
Whether you're an establishedcoach or building your practice
for the first time, You'lldiscover the secrets to
elevating your coachingbusiness.
Rexhen Doda (01:02):
Hey, everyone.
Welcome to another episode ofCareer Coaching Series podcast.
I'm your host, Rejan, andtoday's guest is Susan Cain, an
executive coach, leadershipstrategist, and tech startup
scaling expert with over twodecades of experience helping
CEOs and founders streamlineexecution and build
high-performing teams.
As the creator of the Map,Mobilize, Maximize framework,
(01:25):
Susan empowers fast-growingsoftware and IT services
companies to overcomeorganizational friction,
accelerate decision-making, andscale without burning out their
people or leaders.
Through her coaching practice,Susan partners with leaders
managing teams of 30-plus totackle the root causes of slow
execution, misalignment, andoperational bottlenecks.
(01:46):
It's a pleasure for me to haveher on the podcast today.
Welcome to the show, Susan.
Susan Caine (01:50):
Thank you, Regan.
Pleasure to be here.
Rexhen Doda (01:52):
Thank you for coming, Susan.
It's a pleasure for us to haveyou on.
I wanted to learn more aboutyour coaching practice.
First of all, What inspired youto start your coaching business
or even become a coach in thefirst place?
Susan Caine (02:04):
Well, my background is in technology companies.
I was running very largeorganizations for quite some
time for Sun Microsystems,Digital Microwave, hundreds of
people around the world.
And I just had more airlinemiles than I was ever going to
use.
I was tired of traveling.
I was burnt out, frankly.
And so I decided to retire.
And that was in 2000.
And I retired and that didn'tgo well.
(02:26):
I'm not a sit around or dononprofit stuff.
So I got Just someself-analysis on what it was
that I really loved aboutworking and helping people.
And what I loved about workingand helping people was helping
individuals see the bottlenecksand the repeat patterns that are
causing them to not get whattheir objective is.
So I talked to a bunch ofpeople, executives, other
(02:47):
coaches, people who dopsychometric work.
and decided that I wanted to bea coach and that I wanted to be
a coach for executives andfounders.
And I also had originally had aproduct that was focused on the
mid market, the middlemanagement in the mid market.
Unfortunately, that is notsomewhere where companies want
to spend money, which is too badbecause that's where all the
(03:09):
heavy lifting really happens isthose middle managers.
But there's just not a fund inthe annual operating plan for
giving those people development.
So that product, I had toretire and then focus on the
founder and CEOs.
And that's how I got here.
Rexhen Doda (03:23):
And so interesting, when it comes to the people
that you work with in yourcoaching business, it's been
about, if I'm not mistaken, it'sabout 23 years, more than 23
years since starting yourcoaching business, right?
And so...
Throughout your coachingexperience and working with your
clients, going through thecoaching journey with them, what
about it do you find the mostrewarding since you started
(03:44):
doing this?
Susan Caine (03:45):
Well, I think the most rewarding thing for me is
when I see people start tochange the way they ask
themselves questions.
So we all have this sort ofinternal dialogue that goes on,
especially when we're faced witha multitude of decisions to
make and some things that havelong-term impact.
And founders and CEOs...
plates are so full and it'sdifficult to figure out what to
(04:08):
focus on and how to focus onwhat needs to be done first
second third and fourth so Mygreatest joy is when I've worked
with someone and helped them tounderstand that you have to
state the problem.
You have to write the problemdown.
You have to really take thetime to understand where the
problem is coming from, what thecause of the problem is before
you can start to fix it.
And when they start coming backwith that with me and going,
(04:28):
well, I thought about theproblem.
What is the problem?
Why are we having thisdifficulty?
And then I wrote it down andthen I smile very big because
I'm like, yeah, you know, you'rebeginning to understand that
building a company is not justabout guessing and It's about
pushing.
It's about thinking andanalyzing and being thoughtful
and then taking action.
(04:49):
Mapping, motivating, moving.
So that's my...
I love that.
Rexhen Doda (04:55):
One thing about the companies that you work for...
And these CEOs, these leaders,these executives, do you find
that, and we mentioned in theintro as well, that the industry
seems to be IT tech companies,but do you find that there's
also other companies?
Are you limited only by that?
Is there some sort ofdemographic when it comes to
like the ideal client profile?
(05:16):
Do you feel like there's somesort of demographic or some sort
of industry that you typicallyfind your clients on?
Susan Caine (05:21):
Natural for me to...
gravitate towards technologybecause that's where I came out
of.
So I'm very comfortable there.
I was in SaaS companies whenthey first began to be
developed.
I ran small organizations andbig organizations, and I get
that market better than most.
But I have clients that are injewelry business.
I have clients that are inmakeup.
(05:42):
business, selling theirproducts at Target.
So it's more because most of mybusiness comes from referrals
and most of my referrals comefrom board members.
It's sort of whatever is intheir portfolio becomes areas
that I work in.
But I gravitate towardstechnology just because I know
it really
Rexhen Doda (05:59):
well.
Interesting.
So how would you describe forthese leaders that are
listening, and I said a portionof them might, how would you
describe the engagement ofworking with you?
Is there a certain...
program of certain length, howis that engagement once they
start working with you?
Susan Caine (06:16):
The first step is always to do a psychometric.
So I use a tool called LuminalLearning, and it's created by a
PhD in psychometrics out ofLondon.
And the reason that I dopsychometrics first is because I
often don't know anything aboutthe people that I'm about to
work with.
And so in order for me to getup to speed quickly about what
their preferences are as far astheir style and the way that
(06:37):
they manage and things that theyavoid and things they're
attracted to, by doing thepsychometric, we're sort of on
an even playing field.
Because they answered thequestions it's how they feel and
then I then can interpret thatand since I've been doing
psychometrics for a long time Ican jump right in and figure it
out pretty quickly and then thepattern is once we do the
psychometric and we have ameeting to review that and talk
(06:58):
about that then I meet with myclients twice a month every
other week and my engagements gofrom anywhere from in some
cases six months if somebody'sworking on something specific
like they're buying a companyand they're trying to figure out
a merge it in or I have aclient I've had for 20 years and
so And he's moved around todifferent companies.
So every time he moves, I gowith him.
And so then I get another,another bunch of clients.
(07:21):
So that's the rhythm of mywork.
It's, and I'm, also alwaysavailable for prep for board
meetings or if there's a termsheet that comes in or anything
that helps them that they need adifferent set of eyes to look
at I do you know that as wellbut mostly it's on the rhythm of
twice a month
Rexhen Doda (07:37):
interesting so with this client that's worked with
you 20 years it's almost likeyou've figured out the ultimate
referral the ultimate referral
Susan Caine (07:46):
and he's not the only one I have a woman too that
I've worked with she worked forhim and then she went off and
she's a CEO now and so she's Andshe's been a couple of places
and she's brought me with herevery day, everywhere she's
gone.
So it's fascinating.
And it's also a great honor forme that they want to keep me
included as part of their team.
So, yeah.
Rexhen Doda (08:04):
It's amazing.
That's amazing.
That's an amazing thing.
And so apart from like thereferrals you get from these
people that have worked with youmany years or people that have
started working with you for newpeople, what else is working in
terms of marketing?
Is there a certain marketingchannel that works other than
the
Susan Caine (08:29):
referrals?
post on things that areinteresting to me as a way for
people to get to know me.
I haven't seen any actualmovement from that yet.
So the jury's still out onwhether that works.
I also know that a lot ofpeople are using that as their
strategy for marketing rightnow, because I get asked a lot
(08:51):
based on people finding me onLinkedIn.
I get asked if I want to buythis or I want to be part of
that.
So my main method of gettingwork has always been referral.
And I will, on occasion, callup people that I used to work
with and go, hey, I've got someextra time.
Do you know anybody that you'dlike to introduce me to.
But that again is a referral.
So my marketing isn't great asfar as my
Rexhen Doda (09:12):
outreach.
And in terms of your goals forthe next one to three years, is
that like one of the focuses?
How would you describe thegoals looking to the future for
the coaching business?
Are there any specific goalsthat you're looking towards,
working towards?
Susan Caine (09:26):
I'd like to keep it moving.
I'd like to, I could be alittle busier and feel okay with
that, but I don't want, Myobjective is not to build a big,
huge infrastructure and engineand methodology and all that.
I'm not interested in that.
I like the flexibility I haveright now.
And then if I want to go awayfor a month, people are very
open to rescheduling or we pausefor a month or whatever the
(09:48):
case may be.
So I really like that being,you know, at my point in my
career, I like that flexibility.
So I don't have any desire tolike have additional coaches
under my logo or anything likethat.
That's never
Rexhen Doda (09:59):
been my objective.
Cool.
So you kind of like want tomaintain it, but like maybe
slightly grow it because you canafford, you can, you have more
time that you could actuallygive to more clients.
Interesting.
And I wanted to ask you, sinceI was reading, when I read your
intro, we went through like someof the things that you help
these leaders with.
And one of them was like how totackle the root causes of slow
(10:22):
execution.
From your experience, and justfor the coaches listening who
already might face a similarissue, what do you find are the
most common causes of slowexecution?
Susan Caine (10:34):
Sometimes it's cultural.
Sometimes there'll be a leaderwho has a very autocratic style.
And so everyone sort of knowsthat they just wait, that that
person's going to tell themexactly what to do.
So they just sit around andwait until they're told what to
do.
The other thing is that I havefound, and I actually realized
this when I was a first linemanager a long time ago, that
there There's three reasons whypeople don't do things.
(10:55):
They don't understand whatyou're asking them to do.
They don't agree with whatyou're asking them to do, or
they don't know how.
So whenever I talk to anexecutive that's got slow
execution in a particular area,I turn to that.
If we've got slow executionacross the board, then we either
have a misalignment ofunderstanding of what people's
responsibilities are, or we'vegot a culture and a style that
(11:19):
dominates so just sit back andwait until they tell me what to
do so I don't have to redo it orI don't get in trouble because
I moved forward on something.
Mm-hmm.
Delegating and giving feedbackand monitoring is a really
difficult thing for new leadersto do.
And since most of my clientsare first-time CEOs or founders,
they don't have a tool chestfull of experiences that help
(11:41):
them.
I've seen something like thisbefore.
I know how to do this.
Everything that comes to themis sort of new in the sense that
they personally haven'texperienced it.
They may have seen it, but theyhaven't experienced it.
And so they lack confidence.
And they also find being a CEOor a founder and a founder very
lonely.
(12:01):
And because you don't reallyhave the team and the way that
you did when you were a vicepresident or a director, where
you had a group of peers thatyou could talk about stuff at
lunch or get on Zoom and talkabout it, you don't have that
anymore.
You're alone.
And so having me as a confidantto help them walk through and
talk about organizationaldevelopment, is this person in
(12:23):
the right job?
Is it the right level?
What should they be focusingon?
What are the metrics?
What's the scorecard?
And all those kinds of things.
It gives them a safe place togo.
It's not their board, which isalso new to them.
So they're not quite sure howto manage that.
And it's not their...
people that work for them andon their team.
It's somebody from the outside.
And I've got tons of experiencein watching companies grow.
So I can give them thatconfidence that they don't have
(12:46):
because this is their first timedoing it.
So did that answer
Rexhen Doda (12:49):
your question?
That did answer my question.
At some point, I wasexpecting...
there to be the communicationalso being an issue.
But it seems like socommunication is not as big of
an issue for bigger teams,right?
Susan Caine (13:01):
It depends on if you've got an autocratic leader,
communication is a problembecause the way that they're
communicating is stifling peoplefrom feeling like they have a
space and a place to be.
Putting a communicationstrategy together is always part
of my coaching, regularone-on-ones, regular skip
levels, assistant all hands on aregular basis, usually in
(13:24):
alignment with board meetingschedule, because it's easier to
put a deck together once thantwice.
So that's all part of what wedo in the very beginning is what
is it, you know, you have tocommunicate because people are
looking for what's happening.
And if you don't tell them,they're going to make it up.
And that's the truth of it.
And you don't want what theymake up because it's not going
to be great, probably.
So you have to keepcommunicating and the
(13:46):
consistency of communication issuper important.
So you can't come in on aMonday and call all hands
meeting for that afternoon atthree because everybody's going
to think, oh, my gosh, whathappened?
What's happening?
No, we didn't make the number.
You know, something badhappened.
So that consistency and havingit on everyone's calendar is
really critical.
So that's part of my normal.
So that's why I didn't bringthat up because that is right at
(14:08):
the beginning.
We readjust that.
Rexhen Doda (14:10):
Interesting.
Okay, cool.
That makes a lot of sense then.
All right, cool.
That totally answered myquestion.
Also, I wanted to ask you,throughout your experience as a
coach having your own coachingbusiness, what have been, and
this is a question that coacheswho are listening would be
interested in too, what havebeen some investments that
you've made that you feel verygood about or you've gotten good
(14:31):
return from or you've gottenYou've gotten to learn a lot.
It could be investments inyourself or investments in
coaching business.
And contrary to that, what havebeen some investments that you
feel not so good about oractually maybe it was not a good
use of your time or you couldhave avoided it?
Susan Caine (14:48):
And then probably everybody's thinking this now.
AI has changed my businesswithout a doubt, without
question.
I can do a statement of worknow in two minutes.
I could do research on acompany.
company's specific vertical in10 minutes.
And so that used to take a lotof my time.
I was investigating theircompetitors.
(15:08):
I was investigating theparticular niche that they're
trying to fill.
And now I can do that soquickly that it really has freed
me up, which I think is why I'mlooking to bring on some more
clients is because I have thattime now.
It used to take me a good hourto put a statement of work
together, editing it, makingsure I had everything that we
had talked about included in itand my requirements and all
that.
Now it's got a template and itjust gets immediately done and I
(15:32):
can send it.
So that is the thing that haschanged my business the most, I
think, ever.
I love AI.
I'm suspicious of it, ofcourse, and I don't send
anything out that I haven'tthoroughly read.
and researched as my opinion,but it gives me an opportunity
to gather information reallyquickly.
I also spend a lot of money onbooks and I listen to a lot of
podcasts and things because I amresponsible in my role of
(15:55):
bringing things forward, newthings forward to my clients
that they don't have time toresearch, right?
I mean, most CEOs are notsitting around on Saturday
morning listening to a podcast.
They're sitting around onSaturday morning looking at the
numbers and trying to figure outhow they're going to get ready
for the next board meeting.
So it's my responsibility tobring them new thoughts and new
theories and new things that arebeing investigated.
(16:17):
I have invested in tons ofsoftware that I never use, like
Calendly.
I never use it.
It never worked for me becauseI have this rhythm with my
clients.
I don't need them to go in andselect a time.
So that never worked for me.
A really good billing system isreally important, you know,
because billing takes up timeand if you get behind, it's your
money you're not getting andthe companies don't like it when
(16:39):
you come in with more than onemonth of billing because they
want to keep the cash flowthing.
So that said, I don't reallyuse a lot of or anything or
investments.
I mean, I've invested in timeand LinkedIn and I have a
webpage, which I invested in.
But those are sort of, thewebpage is sort of obsolete now.
I'm not sure anybody even looksat it anymore.
I certainly don't.
So I'm assuming nobody elsedoes.
Rexhen Doda (17:00):
Cool.
So there hasn't been likeinvestments that are actually
bad or anything like that.
Susan Caine (17:05):
It's expensive.
It's not.
It's like $30 a month orwhatever it is.
And I never use it.
So that's sort of silly.
But that's more of a processthing to me than that it was a
bad investment.
It's just not right for mystyle of work.
Rexhen Doda (17:15):
Yeah, it's a very small investment.
Yeah, that makes a lot ofsense.
Right now, one thing about yourgoal of like slowly increasing,
filling up your calendar in away that you can utilize your
capacity, like full capacity,actually.
What is a challenge that you'refaced off with right now?
Where do you see the bottleneckin you getting to that full
(17:37):
capacity?
Susan Caine (17:38):
It's interesting.
I know that executive coachingis searched on Google a lot.
It is a terminology that islooked at a lot.
My assessment is that peoplelook at it as an option for
their personal professionaldevelopment, but then they don't
act on it because it's notexpensive when you think about
(17:59):
it.
It's not expensive.
an exorbitant amount of money.
I mean, there are programswhere you have intensity and
that those can be burdensomefinancially.
I think it's, I'll tell you astory.
I have a client who is a newclient and I needed finance to
set me up as a payee.
And he sent a note to thefinance person and copied me and
said, the board requires me tohave a coach.
(18:20):
And I thought, no, they don't.
But he was saying that to hisfinance person because he was
embarrassed about it.
was my assumption or, you know,why else would you do that?
Right.
So I think there's a group ofpeople that think that it's
like, I don't need to see atherapist kind of thing.
I'm good.
I don't need a psychiatrist.
I'm good.
And I think that, because thosepeople don't understand
(18:43):
actually what coaches do forthem.
In most cases, they don'tunderstand it.
And it's a very broad field.
I mean, to figure out sort ofwhere you want help and how you
want help and who's the rightpersonality for you, who has the
right style for you.
And it's hard.
It's not easy.
It's almost like it would begreat if we had like a ranking
system, you know, I do this andI do this and I do this and then
(19:05):
we can all get together andthat's one group and then, you
know, another group.
So I think people have troublefiguring out how to start the
process of going about finding acoach unless someone tells them
about us.
That's been my, but again, my,I have a very specific niche.
I'm a very niche consultant.
I'm not, I'm not broad.
I'm very narrow.
Rexhen Doda (19:24):
Well, being niche is a good thing though, because
it helps you market easier.
It's like you can speak to aspecific audience versus
appealing to everyone, which isgood.
That is good news.
My thoughts around that is, Ifeel like for the people who
don't understand it yet, becausethere's a very good distinction
between a coach and atherapist.
(19:44):
They are very different.
Some people, if they don't makethat distinction or they don't
know how to, they just might notbe the right people or might
not be ready to work with you tobegin with.
So it's just like, that's notthe right audience from my
perspective.
If they feel like they have tohave an excuse for like, just
like the board is asked to, itjust doesn't feel like that is
(20:04):
the perfect or the ideal clientprofile.
So I feel like that idealclient profile is there, is just
like maybe finding a way to getto that person.
is where the bottleneck couldbe, but not that they are not
there because I've, for example,I've interviewed so many
executive coaches and they'redoing pretty, pretty good on
(20:26):
their marketing with theirLinkedIn accounts and with their
content.
It's just like, this issue isnot as common.
So I feel like it's just likefinding where they are, but they
absolutely are out there andare looking for coaches.
And some of them might even belistening to this podcast.
So yeah,
Susan Caine (20:44):
I feel like it's just like,
Rexhen Doda (20:45):
Yeah.
Susan Caine (20:46):
Cool.
Yeah.
That would be great.
That would be great.
Yeah.
I mean, I think that's fair.
I think that, you know, I havenot figured out how to use
LinkedIn in an effective resultsoriented way.
And some of that is my personalbias.
I'm not a social media person.
I didn't, grow up when that wasnormal.
I have a TikTok and anInstagram, but I don't post.
(21:08):
I'm a voyeur in it.
And so I know that some of mypersonal beliefs and some of my
comfort is causing me not to beas successful in that arena as I
could be, 100%.
And so it depends upon how hardI want to work on that.
Rexhen Doda (21:22):
Yeah.
And one podcast episode,because we've had a guy that was
very focused on content.
He used to be an executivecoach and Now he's helping
executive coaches with theircontent marketing on LinkedIn.
And I had him on the podcast.
I feel like this episode isgoing to be very helpful for you
to look at.
His name is called Raj Kara.
He was building a tool thathelps people build that content
(21:46):
to their voice and just likebuild and create that audience
through content marketing.
So I feel like that episodemight be very helpful for you
and everyone who's listeningthat wants to learn how that
content strategy works.
So Raj Khera, R-A-J-K-H-E-R-Ais his name and last name.
Yeah, Raj Khera is a veryhelpful episode, I feel like for
(22:06):
you, especially.
Yeah, that makes a lot ofsense.
It's something that once youcrack, I feel like it's
definitely going to help you outto fill that left capacity that
you have and then work on fullcapacity.
So the final question I havefor you is a question also for
coaches is what advice wouldwould you give to other coaches
who are looking to scale theirimpact?
(22:28):
And this would be an adviceyou'd give to yourself.
It doesn't have to be directedto some coach that is of a
different level.
Just think about it as ifyou're giving this advice to
yourself.
Susan Caine (22:39):
I think the most important thing for me is
keeping their loyalty.
Helping my clients understandthat my loyalty is to them.
And that our relationship isconfidential in every way.
Even if I was hired by theboard, the board doesn't have
privy into the conversations.
It's not therapy, but it hassimilarities in that that
(23:01):
confidentiality has got to be100%.
And you have to be able to bevulnerable.
And so I need to make sure myclients feel like vulnerability
is accepted and safe and that wecan talk about their worst
fears and their worst dreads andthat it's all okay.
So that's sort of, for me,that's the thing about being a
(23:25):
coach that is the most importantis getting that clear in your
head and that proprietary.
And I think it's alsoespecially true when I work with
teams.
If I work with an executiveteam and I have one-on-ones as
well, I am not allowed to crossthose conversations, I have to
be very consistent about my, butat the same time, build them
together as a team.
(23:46):
So I didn't talk a lot aboutthat in this podcast, but I do
do a lot of teams.
Once they get to a revenueplace where they have a team,
then we often do teamwork too.
So did that answer yourquestion?
I'm not sure it did.
Rexhen Doda (23:57):
Yeah, it did.
It did.
Thank you.
Thank you so much, Susan.
And thank you so much forcoming to our podcast today.
It was a pleasure to have youon the show.
Susan Caine (24:04):
Thank you.
You made it very pleasant.
So I appreciate that.
Rexhen Doda (24:07):
And just for anyone who's listening and wants to
find you or connect with you,what they can do is go into
LinkedIn, look up Susan Cain.
They'll be able to find youthere.
And what was the website URL?
Susan Caine (24:20):
Susan Cain, coach, I think it is.
I don't remember anymore.
That's horrible.
And just a little tip on theCain.
It's C-A-I-N-E because SusanCain wrote a book without an E
about introverts.
And so she's very, very popularand very famous.
And people think I am her and Iam not her.
I did not write a book aboutintroverts.
So I'm just trying to make surepeople put that E on the end.
(24:40):
Yeah.
Okay, cool.
Okay, great.
Rexhen Doda (24:43):
Thank you.
Thank you
Susan Caine (24:44):
so much.
Thank you, Regine.
Rexhen Doda (24:45):
Thank you.
Susan Caine (24:46):
Thanks.
It was lovely being here.
Davis Nguyen (24:48):
That's it for this episode of Career Coaching
Secrets.
If you enjoyed thisconversation, you can subscribe
on YouTube, Spotify, ApplePodcasts, or wherever you're
listening to this episode tocatch future episodes.
This podcast was brought to youby Purple Circle, where we help
career coaches scale theirbusiness to $100,000 years,
$100,000 months, or even$100,000 weeks, all without
burning out and making sure thatyou're making the impact and
(25:08):
having the life that you want.
To learn more about ourcommunity and how we can help
you, visit joinpurplecircle.com.
So I think there's a group of people that think
that it's like, I don't need tosee a therapist kind of thing.
I'm good.
I don't need a psychiatrist.
I'm good.
And I think that because thosepeople don't understand actually
what coaches do for them, inmost cases, they don't
understand it.
And it's a very broad field.
I mean, to figure out sort ofwhere you want help and how you
(00:21):
want help and who's the rightpersonality for you, who has the
right style for you.
And it's hard.
It's not easy.
Davis Nguyen (00:30):
Welcome to Career Coaching Secrets, the podcast
where we talk with successfulcareer coaches on how they built
their success and the hardlessons they learned along the
way.
My name is Davis Nguyen, andI'm the founder of Purple
Circle, where we help careercoaches scale their business to
$100,000 years, $100,000 months,and even $100,000 weeks.
Before Purple Circle, I'vegrown several seven and eight
figure career coaching businessmyself, and I've been a
(00:51):
consultant at two careercoaching businesses that are
doing over $100 million each.
Whether you're an establishedcoach or building your practice
for the first time, You'lldiscover the secrets to
elevating your coachingbusiness.
Rexhen Doda (01:02):
Hey, everyone.
Welcome to another episode ofCareer Coaching Series podcast.
I'm your host, Rejan, andtoday's guest is Susan Cain, an
executive coach, leadershipstrategist, and tech startup
scaling expert with over twodecades of experience helping
CEOs and founders streamlineexecution and build
high-performing teams.
As the creator of the Map,Mobilize, Maximize framework,
(01:25):
Susan empowers fast-growingsoftware and IT services
companies to overcomeorganizational friction,
accelerate decision-making, andscale without burning out their
people or leaders.
Through her coaching practice,Susan partners with leaders
managing teams of 30-plus totackle the root causes of slow
execution, misalignment, andoperational bottlenecks.
(01:46):
It's a pleasure for me to haveher on the podcast today.
Welcome to the show, Susan.
Susan Caine (01:50):
Thank you, Regan.
Pleasure to be here.
Rexhen Doda (01:52):
Thank you for coming, Susan.
It's a pleasure for us to haveyou on.
I wanted to learn more aboutyour coaching practice.
First of all, What inspired youto start your coaching business
or even become a coach in thefirst place?
Susan Caine (02:04):
Well, my background is in technology companies.
I was running very largeorganizations for quite some
time for Sun Microsystems,Digital Microwave, hundreds of
people around the world.
And I just had more airlinemiles than I was ever going to
use.
I was tired of traveling.
I was burnt out, frankly.
And so I decided to retire.
And that was in 2000.
And I retired and that didn'tgo well.
(02:26):
I'm not a sit around or dononprofit stuff.
So I got Just someself-analysis on what it was
that I really loved aboutworking and helping people.
And what I loved about workingand helping people was helping
individuals see the bottlenecksand the repeat patterns that are
causing them to not get whattheir objective is.
So I talked to a bunch ofpeople, executives, other
(02:47):
coaches, people who dopsychometric work.
and decided that I wanted to bea coach and that I wanted to be
a coach for executives andfounders.
And I also had originally had aproduct that was focused on the
mid market, the middlemanagement in the mid market.
Unfortunately, that is notsomewhere where companies want
to spend money, which is too badbecause that's where all the
(03:09):
heavy lifting really happens isthose middle managers.
But there's just not a fund inthe annual operating plan for
giving those people development.
So that product, I had toretire and then focus on the
founder and CEOs.
And that's how I got here.
Rexhen Doda (03:23):
And so interesting, when it comes to the people
that you work with in yourcoaching business, it's been
about, if I'm not mistaken, it'sabout 23 years, more than 23
years since starting yourcoaching business, right?
And so...
Throughout your coachingexperience and working with your
clients, going through thecoaching journey with them, what
about it do you find the mostrewarding since you started
(03:44):
doing this?
Susan Caine (03:45):
Well, I think the most rewarding thing for me is
when I see people start tochange the way they ask
themselves questions.
So we all have this sort ofinternal dialogue that goes on,
especially when we're faced witha multitude of decisions to
make and some things that havelong-term impact.
And founders and CEOs...
plates are so full and it'sdifficult to figure out what to
(04:08):
focus on and how to focus onwhat needs to be done first
second third and fourth so Mygreatest joy is when I've worked
with someone and helped them tounderstand that you have to
state the problem.
You have to write the problemdown.
You have to really take thetime to understand where the
problem is coming from, what thecause of the problem is before
you can start to fix it.
And when they start coming backwith that with me and going,
(04:28):
well, I thought about theproblem.
What is the problem?
Why are we having thisdifficulty?
And then I wrote it down andthen I smile very big because
I'm like, yeah, you know, you'rebeginning to understand that
building a company is not justabout guessing and It's about
pushing.
It's about thinking andanalyzing and being thoughtful
and then taking action.
(04:49):
Mapping, motivating, moving.
So that's my...
I love that.
Rexhen Doda (04:55):
One thing about the companies that you work for...
And these CEOs, these leaders,these executives, do you find
that, and we mentioned in theintro as well, that the industry
seems to be IT tech companies,but do you find that there's
also other companies?
Are you limited only by that?
Is there some sort ofdemographic when it comes to
like the ideal client profile?
(05:16):
Do you feel like there's somesort of demographic or some sort
of industry that you typicallyfind your clients on?
Susan Caine (05:21):
Natural for me to...
gravitate towards technologybecause that's where I came out
of.
So I'm very comfortable there.
I was in SaaS companies whenthey first began to be
developed.
I ran small organizations andbig organizations, and I get
that market better than most.
But I have clients that are injewelry business.
I have clients that are inmakeup.
(05:42):
business, selling theirproducts at Target.
So it's more because most of mybusiness comes from referrals
and most of my referrals comefrom board members.
It's sort of whatever is intheir portfolio becomes areas
that I work in.
But I gravitate towardstechnology just because I know
it really
Rexhen Doda (05:59):
well.
Interesting.
So how would you describe forthese leaders that are
listening, and I said a portionof them might, how would you
describe the engagement ofworking with you?
Is there a certain...
program of certain length, howis that engagement once they
start working with you?
Susan Caine (06:16):
The first step is always to do a psychometric.
So I use a tool called LuminalLearning, and it's created by a
PhD in psychometrics out ofLondon.
And the reason that I dopsychometrics first is because I
often don't know anything aboutthe people that I'm about to
work with.
And so in order for me to getup to speed quickly about what
their preferences are as far astheir style and the way that
(06:37):
they manage and things that theyavoid and things they're
attracted to, by doing thepsychometric, we're sort of on
an even playing field.
Because they answered thequestions it's how they feel and
then I then can interpret thatand since I've been doing
psychometrics for a long time Ican jump right in and figure it
out pretty quickly and then thepattern is once we do the
psychometric and we have ameeting to review that and talk
(06:58):
about that then I meet with myclients twice a month every
other week and my engagements gofrom anywhere from in some
cases six months if somebody'sworking on something specific
like they're buying a companyand they're trying to figure out
a merge it in or I have aclient I've had for 20 years and
so And he's moved around todifferent companies.
So every time he moves, I gowith him.
And so then I get another,another bunch of clients.
(07:21):
So that's the rhythm of mywork.
It's, and I'm, also alwaysavailable for prep for board
meetings or if there's a termsheet that comes in or anything
that helps them that they need adifferent set of eyes to look
at I do you know that as wellbut mostly it's on the rhythm of
twice a month
Rexhen Doda (07:37):
interesting so with this client that's worked with
you 20 years it's almost likeyou've figured out the ultimate
referral the ultimate referral
Susan Caine (07:46):
and he's not the only one I have a woman too that
I've worked with she worked forhim and then she went off and
she's a CEO now and so she's Andshe's been a couple of places
and she's brought me with herevery day, everywhere she's
gone.
So it's fascinating.
And it's also a great honor forme that they want to keep me
included as part of their team.
So, yeah.
Rexhen Doda (08:04):
It's amazing.
That's amazing.
That's an amazing thing.
And so apart from like thereferrals you get from these
people that have worked with youmany years or people that have
started working with you for newpeople, what else is working in
terms of marketing?
Is there a certain marketingchannel that works other than
the
Susan Caine (08:29):
referrals?
post on things that areinteresting to me as a way for
people to get to know me.
I haven't seen any actualmovement from that yet.
So the jury's still out onwhether that works.
I also know that a lot ofpeople are using that as their
strategy for marketing rightnow, because I get asked a lot
(08:51):
based on people finding me onLinkedIn.
I get asked if I want to buythis or I want to be part of
that.
So my main method of gettingwork has always been referral.
And I will, on occasion, callup people that I used to work
with and go, hey, I've got someextra time.
Do you know anybody that you'dlike to introduce me to.
But that again is a referral.
So my marketing isn't great asfar as my
Rexhen Doda (09:12):
outreach.
And in terms of your goals forthe next one to three years, is
that like one of the focuses?
How would you describe thegoals looking to the future for
the coaching business?
Are there any specific goalsthat you're looking towards,
working towards?
Susan Caine (09:26):
I'd like to keep it moving.
I'd like to, I could be alittle busier and feel okay with
that, but I don't want, Myobjective is not to build a big,
huge infrastructure and engineand methodology and all that.
I'm not interested in that.
I like the flexibility I haveright now.
And then if I want to go awayfor a month, people are very
open to rescheduling or we pausefor a month or whatever the
(09:48):
case may be.
So I really like that being,you know, at my point in my
career, I like that flexibility.
So I don't have any desire tolike have additional coaches
under my logo or anything likethat.
That's never
Rexhen Doda (09:59):
been my objective.
Cool.
So you kind of like want tomaintain it, but like maybe
slightly grow it because you canafford, you can, you have more
time that you could actuallygive to more clients.
Interesting.
And I wanted to ask you, sinceI was reading, when I read your
intro, we went through like someof the things that you help
these leaders with.
And one of them was like how totackle the root causes of slow
(10:22):
execution.
From your experience, and justfor the coaches listening who
already might face a similarissue, what do you find are the
most common causes of slowexecution?
Susan Caine (10:34):
Sometimes it's cultural.
Sometimes there'll be a leaderwho has a very autocratic style.
And so everyone sort of knowsthat they just wait, that that
person's going to tell themexactly what to do.
So they just sit around andwait until they're told what to
do.
The other thing is that I havefound, and I actually realized
this when I was a first linemanager a long time ago, that
there There's three reasons whypeople don't do things.
(10:55):
They don't understand whatyou're asking them to do.
They don't agree with whatyou're asking them to do, or
they don't know how.
So whenever I talk to anexecutive that's got slow
execution in a particular area,I turn to that.
If we've got slow executionacross the board, then we either
have a misalignment ofunderstanding of what people's
responsibilities are, or we'vegot a culture and a style that
(11:19):
dominates so just sit back andwait until they tell me what to
do so I don't have to redo it orI don't get in trouble because
I moved forward on something.
Mm-hmm.
Delegating and giving feedbackand monitoring is a really
difficult thing for new leadersto do.
And since most of my clientsare first-time CEOs or founders,
they don't have a tool chestfull of experiences that help
(11:41):
them.
I've seen something like thisbefore.
I know how to do this.
Everything that comes to themis sort of new in the sense that
they personally haven'texperienced it.
They may have seen it, but theyhaven't experienced it.
And so they lack confidence.
And they also find being a CEOor a founder and a founder very
lonely.
(12:01):
And because you don't reallyhave the team and the way that
you did when you were a vicepresident or a director, where
you had a group of peers thatyou could talk about stuff at
lunch or get on Zoom and talkabout it, you don't have that
anymore.
You're alone.
And so having me as a confidantto help them walk through and
talk about organizationaldevelopment, is this person in
(12:23):
the right job?
Is it the right level?
What should they be focusingon?
What are the metrics?
What's the scorecard?
And all those kinds of things.
It gives them a safe place togo.
It's not their board, which isalso new to them.
So they're not quite sure howto manage that.
And it's not their...
people that work for them andon their team.
It's somebody from the outside.
And I've got tons of experiencein watching companies grow.
So I can give them thatconfidence that they don't have
(12:46):
because this is their first timedoing it.
So did that answer
Rexhen Doda (12:49):
your question?
That did answer my question.
At some point, I wasexpecting...
there to be the communicationalso being an issue.
But it seems like socommunication is not as big of
an issue for bigger teams,right?
Susan Caine (13:01):
It depends on if you've got an autocratic leader,
communication is a problembecause the way that they're
communicating is stifling peoplefrom feeling like they have a
space and a place to be.
Putting a communicationstrategy together is always part
of my coaching, regularone-on-ones, regular skip
levels, assistant all hands on aregular basis, usually in
(13:24):
alignment with board meetingschedule, because it's easier to
put a deck together once thantwice.
So that's all part of what wedo in the very beginning is what
is it, you know, you have tocommunicate because people are
looking for what's happening.
And if you don't tell them,they're going to make it up.
And that's the truth of it.
And you don't want what theymake up because it's not going
to be great, probably.
So you have to keepcommunicating and the
(13:46):
consistency of communication issuper important.
So you can't come in on aMonday and call all hands
meeting for that afternoon atthree because everybody's going
to think, oh, my gosh, whathappened?
What's happening?
No, we didn't make the number.
You know, something badhappened.
So that consistency and havingit on everyone's calendar is
really critical.
So that's part of my normal.
So that's why I didn't bringthat up because that is right at
(14:08):
the beginning.
We readjust that.
Rexhen Doda (14:10):
Interesting.
Okay, cool.
That makes a lot of sense then.
All right, cool.
That totally answered myquestion.
Also, I wanted to ask you,throughout your experience as a
coach having your own coachingbusiness, what have been, and
this is a question that coacheswho are listening would be
interested in too, what havebeen some investments that
you've made that you feel verygood about or you've gotten good
(14:31):
return from or you've gottenYou've gotten to learn a lot.
It could be investments inyourself or investments in
coaching business.
And contrary to that, what havebeen some investments that you
feel not so good about oractually maybe it was not a good
use of your time or you couldhave avoided it?
Susan Caine (14:48):
And then probably everybody's thinking this now.
AI has changed my businesswithout a doubt, without
question.
I can do a statement of worknow in two minutes.
I could do research on acompany.
company's specific vertical in10 minutes.
And so that used to take a lotof my time.
I was investigating theircompetitors.
(15:08):
I was investigating theparticular niche that they're
trying to fill.
And now I can do that soquickly that it really has freed
me up, which I think is why I'mlooking to bring on some more
clients is because I have thattime now.
It used to take me a good hourto put a statement of work
together, editing it, makingsure I had everything that we
had talked about included in itand my requirements and all
that.
Now it's got a template and itjust gets immediately done and I
(15:32):
can send it.
So that is the thing that haschanged my business the most, I
think, ever.
I love AI.
I'm suspicious of it, ofcourse, and I don't send
anything out that I haven'tthoroughly read.
and researched as my opinion,but it gives me an opportunity
to gather information reallyquickly.
I also spend a lot of money onbooks and I listen to a lot of
podcasts and things because I amresponsible in my role of
(15:55):
bringing things forward, newthings forward to my clients
that they don't have time toresearch, right?
I mean, most CEOs are notsitting around on Saturday
morning listening to a podcast.
They're sitting around onSaturday morning looking at the
numbers and trying to figure outhow they're going to get ready
for the next board meeting.
So it's my responsibility tobring them new thoughts and new
theories and new things that arebeing investigated.
(16:17):
I have invested in tons ofsoftware that I never use, like
Calendly.
I never use it.
It never worked for me becauseI have this rhythm with my
clients.
I don't need them to go in andselect a time.
So that never worked for me.
A really good billing system isreally important, you know,
because billing takes up timeand if you get behind, it's your
money you're not getting andthe companies don't like it when
(16:39):
you come in with more than onemonth of billing because they
want to keep the cash flowthing.
So that said, I don't reallyuse a lot of or anything or
investments.
I mean, I've invested in timeand LinkedIn and I have a
webpage, which I invested in.
But those are sort of, thewebpage is sort of obsolete now.
I'm not sure anybody even looksat it anymore.
I certainly don't.
So I'm assuming nobody elsedoes.
Rexhen Doda (17:00):
Cool.
So there hasn't been likeinvestments that are actually
bad or anything like that.
Susan Caine (17:05):
It's expensive.
It's not.
It's like $30 a month orwhatever it is.
And I never use it.
So that's sort of silly.
But that's more of a processthing to me than that it was a
bad investment.
It's just not right for mystyle of work.
Rexhen Doda (17:15):
Yeah, it's a very small investment.
Yeah, that makes a lot ofsense.
Right now, one thing about yourgoal of like slowly increasing,
filling up your calendar in away that you can utilize your
capacity, like full capacity,actually.
What is a challenge that you'refaced off with right now?
Where do you see the bottleneckin you getting to that full
(17:37):
capacity?
Susan Caine (17:38):
It's interesting.
I know that executive coachingis searched on Google a lot.
It is a terminology that islooked at a lot.
My assessment is that peoplelook at it as an option for
their personal professionaldevelopment, but then they don't
act on it because it's notexpensive when you think about
(17:59):
it.
It's not expensive.
an exorbitant amount of money.
I mean, there are programswhere you have intensity and
that those can be burdensomefinancially.
I think it's, I'll tell you astory.
I have a client who is a newclient and I needed finance to
set me up as a payee.
And he sent a note to thefinance person and copied me and
said, the board requires me tohave a coach.
(18:20):
And I thought, no, they don't.
But he was saying that to hisfinance person because he was
embarrassed about it.
was my assumption or, you know,why else would you do that?
Right.
So I think there's a group ofpeople that think that it's
like, I don't need to see atherapist kind of thing.
I'm good.
I don't need a psychiatrist.
I'm good.
And I think that, because thosepeople don't understand
(18:43):
actually what coaches do forthem.
In most cases, they don'tunderstand it.
And it's a very broad field.
I mean, to figure out sort ofwhere you want help and how you
want help and who's the rightpersonality for you, who has the
right style for you.
And it's hard.
It's not easy.
It's almost like it would begreat if we had like a ranking
system, you know, I do this andI do this and I do this and then
(19:05):
we can all get together andthat's one group and then, you
know, another group.
So I think people have troublefiguring out how to start the
process of going about finding acoach unless someone tells them
about us.
That's been my, but again, my,I have a very specific niche.
I'm a very niche consultant.
I'm not, I'm not broad.
I'm very narrow.
Rexhen Doda (19:24):
Well, being niche is a good thing though, because
it helps you market easier.
It's like you can speak to aspecific audience versus
appealing to everyone, which isgood.
That is good news.
My thoughts around that is, Ifeel like for the people who
don't understand it yet, becausethere's a very good distinction
between a coach and atherapist.
(19:44):
They are very different.
Some people, if they don't makethat distinction or they don't
know how to, they just might notbe the right people or might
not be ready to work with you tobegin with.
So it's just like, that's notthe right audience from my
perspective.
If they feel like they have tohave an excuse for like, just
like the board is asked to, itjust doesn't feel like that is
(20:04):
the perfect or the ideal clientprofile.
So I feel like that idealclient profile is there, is just
like maybe finding a way to getto that person.
is where the bottleneck couldbe, but not that they are not
there because I've, for example,I've interviewed so many
executive coaches and they'redoing pretty, pretty good on
(20:26):
their marketing with theirLinkedIn accounts and with their
content.
It's just like, this issue isnot as common.
So I feel like it's just likefinding where they are, but they
absolutely are out there andare looking for coaches.
And some of them might even belistening to this podcast.
So yeah,
Susan Caine (20:44):
I feel like it's just like,
Rexhen Doda (20:45):
Yeah.
Susan Caine (20:46):
Cool.
Yeah.
That would be great.
That would be great.
Yeah.
I mean, I think that's fair.
I think that, you know, I havenot figured out how to use
LinkedIn in an effective resultsoriented way.
And some of that is my personalbias.
I'm not a social media person.
I didn't, grow up when that wasnormal.
I have a TikTok and anInstagram, but I don't post.
(21:08):
I'm a voyeur in it.
And so I know that some of mypersonal beliefs and some of my
comfort is causing me not to beas successful in that arena as I
could be, 100%.
And so it depends upon how hardI want to work on that.
Rexhen Doda (21:22):
Yeah.
And one podcast episode,because we've had a guy that was
very focused on content.
He used to be an executivecoach and Now he's helping
executive coaches with theircontent marketing on LinkedIn.
And I had him on the podcast.
I feel like this episode isgoing to be very helpful for you
to look at.
His name is called Raj Kara.
He was building a tool thathelps people build that content
(21:46):
to their voice and just likebuild and create that audience
through content marketing.
So I feel like that episodemight be very helpful for you
and everyone who's listeningthat wants to learn how that
content strategy works.
So Raj Khera, R-A-J-K-H-E-R-Ais his name and last name.
Yeah, Raj Khera is a veryhelpful episode, I feel like for
(22:06):
you, especially.
Yeah, that makes a lot ofsense.
It's something that once youcrack, I feel like it's
definitely going to help you outto fill that left capacity that
you have and then work on fullcapacity.
So the final question I havefor you is a question also for
coaches is what advice wouldwould you give to other coaches
who are looking to scale theirimpact?
(22:28):
And this would be an adviceyou'd give to yourself.
It doesn't have to be directedto some coach that is of a
different level.
Just think about it as ifyou're giving this advice to
yourself.
Susan Caine (22:39):
I think the most important thing for me is
keeping their loyalty.
Helping my clients understandthat my loyalty is to them.
And that our relationship isconfidential in every way.
Even if I was hired by theboard, the board doesn't have
privy into the conversations.
It's not therapy, but it hassimilarities in that that
(23:01):
confidentiality has got to be100%.
And you have to be able to bevulnerable.
And so I need to make sure myclients feel like vulnerability
is accepted and safe and that wecan talk about their worst
fears and their worst dreads andthat it's all okay.
So that's sort of, for me,that's the thing about being a
(23:25):
coach that is the most importantis getting that clear in your
head and that proprietary.
And I think it's alsoespecially true when I work with
teams.
If I work with an executiveteam and I have one-on-ones as
well, I am not allowed to crossthose conversations, I have to
be very consistent about my, butat the same time, build them
together as a team.
(23:46):
So I didn't talk a lot aboutthat in this podcast, but I do
do a lot of teams.
Once they get to a revenueplace where they have a team,
then we often do teamwork too.
So did that answer yourquestion?
I'm not sure it did.
Rexhen Doda (23:57):
Yeah, it did.
It did.
Thank you.
Thank you so much, Susan.
And thank you so much forcoming to our podcast today.
It was a pleasure to have youon the show.
Susan Caine (24:04):
Thank you.
You made it very pleasant.
So I appreciate that.
Rexhen Doda (24:07):
And just for anyone who's listening and wants to
find you or connect with you,what they can do is go into
LinkedIn, look up Susan Cain.
They'll be able to find youthere.
And what was the website URL?
Susan Caine (24:20):
Susan Cain, coach, I think it is.
I don't remember anymore.
That's horrible.
And just a little tip on theCain.
It's C-A-I-N-E because SusanCain wrote a book without an E
about introverts.
And so she's very, very popularand very famous.
And people think I am her and Iam not her.
I did not write a book aboutintroverts.
So I'm just trying to make surepeople put that E on the end.
(24:40):
Yeah.
Okay, cool.
Okay, great.
Rexhen Doda (24:43):
Thank you.
Thank you
Susan Caine (24:44):
so much.
Thank you, Regine.
Rexhen Doda (24:45):
Thank you.
Susan Caine (24:46):
Thanks.
It was lovely being here.
Davis Nguyen (24:48):
That's it for this episode of Career Coaching
Secrets.
If you enjoyed thisconversation, you can subscribe
on YouTube, Spotify, ApplePodcasts, or wherever you're
listening to this episode tocatch future episodes.
This podcast was brought to youby Purple Circle, where we help
career coaches scale theirbusiness to $100,000 years,
$100,000 months, or even$100,000 weeks, all without
burning out and making sure thatyou're making the impact and
(25:08):
having the life that you want.
To learn more about ourcommunity and how we can help
you, visit joinpurplecircle.com.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
My Favorite Murder with Karen Kilgariff and Georgia Hardstark
My Favorite Murder is a true crime comedy podcast hosted by Karen Kilgariff and Georgia Hardstark. Each week, Karen and Georgia share compelling true crimes and hometown stories from friends and listeners. Since MFM launched in January of 2016, Karen and Georgia have shared their lifelong interest in true crime and have covered stories of infamous serial killers like the Night Stalker, mysterious cold cases, captivating cults, incredible survivor stories and important events from history like the Tulsa race massacre of 1921. My Favorite Murder is part of the Exactly Right podcast network that provides a platform for bold, creative voices to bring to life provocative, entertaining and relatable stories for audiences everywhere. The Exactly Right roster of podcasts covers a variety of topics including historic true crime, comedic interviews and news, science, pop culture and more. Podcasts on the network include Buried Bones with Kate Winkler Dawson and Paul Holes, That's Messed Up: An SVU Podcast, This Podcast Will Kill You, Bananas and more.
The Joe Rogan Experience
The official podcast of comedian Joe Rogan.