In this Goal Getter episode, Janet Thompson Jackson, executive coach and founder of attorney wellness platform “Well-Law” shares a three-part strategy she calls “ABS” to help you set and achieve goals that really matter. By Anchoring in what you really want, setting Boundaries to help you stick to it, and identifying the Steps needed to get there.
Janet challenges us to ask ourselves how we are defining success–what does it mean to us to be a good professional? and whether those standards are realistic (and necessary) to succeed at work. She encourages setting boundaries to hold ourselves accountable so we can make progress toward living the life we want.
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Listen to the Podcast here
Goal Getter: The ABS Of Goal Setting: Janet Thompson Jackson, Founder Of Well Law
On this episode, I’m excited to welcome back, Janet Thompson Jackson. She’s an Executive Coach and Founder of the Well-Law App. We’re going to dig a little further into goal-setting, why we set goals, and how to set great goals. Janet is one of my favorite people because she has this great energy and is looking at law through the wellness lens. We all need that. Janet, how are you?
I’m great, Stacey. Thanks so much for having me back. I love talking to you.
I love talking to you, too. You’re in the Netherlands. We’re very far apart time-wise, but I always enjoy our conversations. I look forward to speaking with you. This is a conversation I’m excited about. I want to just dive in. It’s the beginning of the year. People are making their resolutions, their goal lists, what they want to do. I want to take it from a career lens. We all have things we think we want in our career.
I’ve written about this on my Goal Getter Substack. We, as lawyers, follow a ladder. We want to get a great job at a great firm. We want to become a partner. We want to get an in-house job. We want to be the general counsel. We’re just plugging along on that ladder. I think that that’s wrong. Sometimes, we’re just trying to achieve for achievement purposes. I wanted to just explore with you a little bit. Where do you think people go wrong with setting career goals?
First of all, I love your Substack, by the way. It’s great.
Thank you.
Anchoring Goals In Values (ABS Framework Introduction)
I’m enjoying reading those. I go back and read what I missed. You’re right. People feel like they are supposed to set a goal. It’s almost some obligation they have at the beginning of the year. I don’t think that there’s anything wrong with goal-setting. I do think that we can go about it better. When I think about goal-setting, I think of three main elements.
I love a good mnemonic. ABS is my mnemonic for this. The A stands for anchor. You want to anchor your goal in values. That is the main missing piece. People set a goal. They don’t understand why they’ve set it. It just sounds good. It sounds like it’s something they can achieve. They haven’t thought about what meaning it has to them.
I just want to stop on values for a second. I just want to understand when you say values. Tell me what you mean.
Using Boundaries To Protect Your Goals
What has a core meaning for us? There are different professional values and personal values. Your value may be stability. It could be financial stability. It could be leadership, stewardship, family, or health. There are lots of different values. Quality is another way that you can put it. That you, what I say is, “What do you want to embody?”
What value, what quality do you want to embody that could encompass a lot of different goals? There’s an underlying value beneath that. That’s the first one. The second one is the boundary in the ABS. Your boundary protects your goal. I always say that if you’re trying to achieve a goal without a boundary, then you’re driving without any guardrails. You may be going all over the place.
If you're trying to achieve a goal without boundaries, then you're driving without any guardrails. Share on XLet’s talk about what is a boundary.
A lot of times people think that a boundary is something to keep people out. It is for someone else. The boundary is for ourselves. It’s for our own protection. If we use that guardrail metaphor, a boundary is like a guardrail that is going to help keep us on the path to where we want to go. It protects us from random roads coming in and crossing through our path that we either didn’t expect or didn’t want there and disrupting us.
If we don’t have a boundary, if we don’t have something that’s going to protect our goal, then there are a lot of other things that suddenly can look and feel more important. I’m going to get distracted. Someone else’s agenda or someone else’s urgency is going to become more important. I haven’t put in place what happens when my goal starts to get shaken a little bit.
I might want to talk about an example of that. As you’re talking about urgency, I think about the in-house lifestyle. You have a plan for the day. There’s a line out the door. An investigation or subpoena hits or whatever these crazy things are. You do not own your day anymore. I’m trying to think in the context of goals. What is something that is just an example of how to use a boundary to stay on course with your goals?
It obviously is going to depend on your situation. It may be a boundary that has to be flexible because the boundary has to fit the context. In your example of, “I’m trying to get out the door.” Your boundary may look very different if you are under a deadline. If you have something coming up that needs to get out the door in a particular period of time.
If your work is such that it’s cyclical, you know you’re going to have busy times and then calmer times. Your boundary may look different in those situations. You have a boundary of, “I’m going to leave the office by 6:00 PM.” You’ve decided that your value is having some time for dinner with family or with your partner.
You could keep working until 9:00 PM or 10:00 PM easily because you have that much work to do that needs to get done. If that’s your boundary, if that’s your goal to get home for dinner. Your value is spending quality time with family on a daily or regular basis. You then have to decide. “What is more important to me in the moment? Getting this done immediately or stopping and having time with family?”
What that means is that on the other side of your time with family, you may end up going back to work from 7:00 PM or 8:00 PM until 9:00 PM or 10:00 PM. What boundary you’ve protected is this family time. That’s the value that we’re looking at. You also have what could be a competing value of what it means to be a professional. What it means to get my work done. I have lived with this. That’s a competing value.
I then have to decide, “How am I going to manage my boundaries to either be able to choose one or somehow choose both?” For me, the answer to that particular situation, in being able to get both in, at least most of the time, is I stop work at 6:00 PM or 5:30 PM. I go home and I have 90 minutes with my family. I go back to work for a certain period of time. That means I’m able to honor that family time, but also honor my value of professionalism and getting my work done.
Using the calendar to implement the boundary.
We’ll get deeper into this, but it has to be something that is worth protecting. That’s where we get in trouble sometimes. That’s when you have to re-evaluate the goal. “Is this a goal that’s important to me? Is it important enough that I’m going to protect it?”
What’s the S in ABS? I love the acronym, by the way.
The S is steps. What is the next best action step toward my goal? You have your anchor. That is, “What is my value-based goal?” That’s my anchor. What boundary am I going to put around that to protect it? Also, step. It’s like, “What is my next best action step to setting my goal?” That’s a simple way of thinking about goal setting. It’s getting started.
Let’s go dig. This is around values. When we talked in prep, we talked a lot about having a why was very important for being able to set and achieve meaningful goals. Let’s talk a little bit about why it’s important to have a why.
Understanding Your “Why” (Meaning, Trade-Offs, Boundaries)
I love the why. The why has basically three jobs. The first job is your why clarifies your meaning. It helps you to think about the meaning of your goal and the meaning that goal has to you. “What does it mean to me? Why is that important?” The second job is to clarify the trade-offs. “What am I willing to even sacrifice my time, my energy, and my attention for? What is the trade-off here in order to achieve this goal?”
Your “why” has three jobs: it clarifies your purpose, defines your trade-offs, and legitimizes your boundaries. Share on XYour why, again if it’s connected to a value, that helps to clarify that. The third thing that your why does, understanding your why, is that it legitimizes our boundaries. What I mean by that is one of the main reasons people don’t set boundaries is because it makes them feel guilty. “I feel like I can’t inconvenience people.” It feels selfish to set a boundary. It feels like I’m doing something for me.
If you have a why, your value, it has that meaning for you. You are clear on what the trade-off is. It helps you to feel like this is a legitimate boundary that I can hold. If you are just saying, “I need to stop working at 5:30 PM because I need to get home.” It’s not connected to this value of spending quality time with family and what that means in the long run.
If it’s “I just need to stop work at 5:30 PM and I need to get home. I know I’ll work some more later.” It doesn’t feel that legitimate sometimes. You can tell somebody else, “I can’t go out for drinks or be in this meeting, be in a late meeting.” Something like that. Do I feel good about saying that if my boundary doesn’t feel legit to me? That why is the value if it’s tied to that.
It fortifies your ability to hold the boundary. Holding the boundary is key to achieving whatever the goal is.
There have been studies done on this. If people don’t have a specific goal, sometimes, it’s called even a motivation. If people don’t have a specific motivation or why or value behind the goal they’re trying to achieve, chances are they’re going to give up on it.
If we’re just doing it because it’s just what we should do or the next thing without having some thinking about why and making it important and meaningful.
I’ll give you an example that we see all the time in January. That is someone saying, “I want to get in better shape.” They don’t even say that. What they say is “I’m going to go to the gym every day. I’m going to go out and run every day.” They usually peter out by February. Maybe they make it through the whole month.
Instead of saying, “I’m going to go to the gym every day or I’m going to get out and run five days a week.” If they say, “My numbers, my blood pressure, whatever numbers are higher than I want them to be and I want to be healthier. My parent died at an early age and I want to prevent that. I just want to be healthier for my family. I just don’t feel great and I want to feel better.”
If they say that, then the value becomes either longevity or health or being around for your family or for your friends or something like that. The value is not just this idea that I want to get out and run. It’s that I have this bigger goal, this bigger reason that I want to be healthy. The interesting thing about that is that may end up translating into not going out and running five days a week because I heard that that’s what I should do. It may end up causing me to have a conversation with a trainer or someone who can put together a plan for me that I’ll stick with. It’s important for me to stick with it.
This is just an example. It’s not a career example. My cholesterol is high. Let me just say, every year I start out. This is true confession time on the show. Every year I say, “I want to eat more vegetables. I’m going to drink a green smoothie. I’m going to do athletic greens. I’m going to do all this.” Every year, it’s too much friction. I don’t do it. Whatever.
I’m back on the carbs and the meat. Again, I got a value that my cholesterol was high. Shifting to a more plant-based, veg-forward diet is a good solution to that. Cholesterol, as we all know, causes heart disease. I want to live a long time. I got to say, “Still sticking with a heavy veg in 2026.” You’re onto something.
Defining Who You Want To Be (Identity Over Outcomes)
One of the big questions to ask yourself is when you think of, “How do I try to hold onto this goal? What do you want to embody? What do you want to be? What kind of leader do you want to be? How do you want to show up? What do I need to do to get there?”
To do those things. When we started off and you were giving the example about getting home for dinner, you said being a professional means “I show up.” That struck me because we all have these internal expectations or values, how we define what being a professional is. It’s like what you’re saying, “How do I show up?” That can be in anything like, “I stay until whatever time. I don’t leave until my email box is zero.” All these things. It’s important to peel back and figure out what you are telling yourself about what it means to be a good professional.
That’s a good reflection to have. When I work with clients, a lot of times they’ll say to me, “I need to be professional.” What does that mean to you? Where does that come from? Sometimes, that image or that belief comes from what they’ve seen other people do. It may not be who they want to be. We always come back to, “What do you want to embody? How do you want to show up as a leader?”
Especially if it’s an external expectation. If you think you’re meeting an external expectation, just thinking about coming from a law firm and then moving in-house. In a law firm being complete, being perfect with your legal answer, doing all the research, etc., is the value. That’s what people are paying you for, to be right.
In-house, they’re paying you to be fast and solve their problems. They don’t want to wait for you to have read every case and talk to every regulator, etc. They want to know 80% or 70% or is this a good thing. Making that shift for people can be hard because you have grown up in this life where being perfect and right is what it means to be a professional lawyer.
That is such a good example. I don’t want to get off-track. It’s that learning, “How do I stop? When do I know that it’s okay? I’ve done enough research. I have a good enough answer that I can stop.” That is the hardest thing to transition to. Before I had plenty of time to continue to do this research until I’m 90% sure that I’m right.
It does go back to, what is the expectation? What does it mean to be a good lawyer? Reflecting on that and learning in your firm what that means.
What’s the culture of the environment that you’re in? It’s important to understand that. Obviously that changes, especially if you’re going from a firm to in-house or to some other environment or to government work. Another different culture where expectations are different.
A lot of holidays there. I want to dig in about the whys. You talked about it might be your family goals. It might be stability. All these things. There are so many different whys. We all have different things that are important to us. Some examples I’ve been thinking about again, as I’m writing some reflections in the Substack.
“I need to make a certain amount of money. I need a job with benefits because I have a sick family member. I need to live here to be close to my family. I need to be at X, Y, and Z firm because it’s very prestigious.” There’s so many things. I don’t think you should judge yourself about, “This is important to me, but it shouldn’t be.” I struggle with that, where we were too hard on ourselves about what’s important. It’s fair that you need health insurance. Is there a way to score and figure out what’s the most important one? What should we be putting more leverage on?
Prioritizing Competing Values And Choosing What To Protect
I agree with you. You shouldn’t have to justify that you want health insurance. That a goal is going to get you to a certain place. When you’re trying to figure out what direction to take, think about, as I said before, “What do I want to embody? Who do I want to be? Not, what do I want to have? Who do I want to be? How do I want to show up?” That’s one. Which why is worth defending when someone is pushing back? When you have those external pressures coming in toward you. Which of these whys are you willing to protect?
When you're deciding which direction to take, ask yourself: “Who do I want to be? What do I want to embody?”—not “What do I want to have?” Share on XThat’s a mic drop moment right there.
That’s a question that you could ask yourself. Another question is, “When I think about these different areas, where am I willing to put in the time and the attention?” This takes energy. One that is helpful is, “If I don’t choose this in two years or in a year, am I going to regret it? How am I going to feel about that as I project into the future? If I don’t choose this.”
Sometimes, it’s just about prioritizing. I may want to meet all of these goals. I was talking to someone who is coming up on her 60th birthday. She had a list of things, both professionally and personally, she wanted to do. She said, “I want to do all of them. I want to achieve all of these goals.” I said, “Let’s prioritize.”
All of these are not going to get done at once. In prioritizing, you’re still going back to your values. What value is most important for you to embody now, this year, and this quarter? That’s going to tell you which of these goals is the one that I should be paying attention to and protecting now. The other one may need to wait until the second half of the year or next year.
We didn’t talk about this in prep. In some of our other conversations, you’ve talked about thinking about where your energy is. As you’re thinking about a certain goal or a dream or whatever, where’s the energy? Can you talk about that?
Managing Energy And Awareness (Spoon Theory Insight)
We don’t realize that everything that we do is an expenditure of energy. Especially in the practice of law, we think about our output in the office for work that we’re doing. It produces a certain outcome. Even as we are just thinking about things, as we are going about our time day-to-day, minute-to-minute. We’re making choices about how we use our energy.
It’s just about being aware and conscious. It’s not unlimited. How do I want to use this limited amount of energy that I have during the day? You also have to be aware of your own. It’s very subjective. You and I may have talked about the Spoon Theory. A lot of people have heard about this. Where everybody has a certain amount of spoons that they have at the beginning of the day.
It started with someone who has a chronic illness, the person who came up with this theory. Her spoons were limited. If you have 50 spoons at the beginning of the day to use and all of those spoons represent the amount of energy that you have, she may have started her day with only twenty spoons. She’s already behind. She has to be very careful.
For the average person who doesn’t have chronic pain or some reason that their spoons are limited, we still have a number of spoons. I don’t know how many things you do at the beginning of your day. You’re an early riser. By the time you get to work, you may have used ten of your spoons. Some people may have used five spoons by the time they get to work.
How many spoons are you using during your work day? You can think of this as spoons or something else. How many are you using during your work day? If you use all of your energy during your work day and then you’re expected to have some quality time with your partner, or with your family, or with your friends after. Have you reserved any energy for that? It’s a matter of being very aware of how we’re using our energy and what choices we’re making around that.
I have a lot of energy in planning and having ideas about what I want to do. I am not as aware of the energy output for all of those things. I’ve gotten myself in a situation where I always say, “I’m my worst boss because I drive this girl hard.” I’ll be at something and I’m like, “Why am I here? Why did I do this to myself?” I tell my assistant all the time, self-inflicted wounds when we look at the calendar. It’s crazy. It’s all me.
There’s an awareness there. That’s important. You know it. If we’re not aware of it, then we can’t do anything about it. You’re just making a choice. You have the awareness. You can make a different choice.
This is why I love talking with executive coaches. They are always so gracious, reassuring, and make you feel good about yourself. Thanks, Janet. Let’s talk about how to determine your why. What are the steps that you recommend people to follow to figure that out?
Determining Your “Why” Through Reflective Questions
In figuring out your why, you ask yourself a series of questions. It sounds like I’m just repeating myself. The first question for me is, “What do I want to embody? Who do I want to embody? How do I want to show up as an emerging leader, as a leader, as a parent, as a partner?” That’s one of the first questions. “Is it worth the cost for me? What’s the trade-off? What am I willing to put into this?” It is going to take some energy. “What is this choice that I’m making? What does it make possible for me?”
I’m looking into the future. “What does this make possible for me? How does this add value to my life?” On the other side of that, “Is it worth the discomfort that may come from it, that it may bring?” If I’m making a choice, let’s go back to that first boundary of “I’m leaving at a particular time.” There is some discomfort in saying, “I’m not available for this during this time. This block of time, I’m sorry, this is uninterruptible time for me. You can catch me after this. You can catch me before this. There’s this block that you can’t interrupt.” That can be highly uncomfortable for people to say.
Again, your why is your value. It is your reason. It’s your motivation. It’s your meaning. Is it worth protecting? Is it worth being uncomfortable? Something that I learned a long time ago that has served me very well. In order for me to live an aligned life, aligned with my values, I need to be willing to make other people uncomfortable. Let me put it this way. I have to be willing to disappoint other people.
Your “why” is your value, your reason, your motivation, and your meaning. Share on XThat, I got to say, for lawyers, is hard.
It’s hard, but it’s a hard truth, Stacey. If you are living your life trying to make everybody happy, then you’re going to have a very difficult time. It’s going to be full of conflict. If you’re making everybody else happy, then you are not making yourself happy, at least some of the time.
I’m thinking more at work where you have to be a defender of your calendar, your time, and the spoons. You have to do that. There’s been countless times where I’m like heading out the door and somebody says, “One quick thing.” As you’re saying it, it’s hard in the moment to feel like you’re disappointing that person.
You’re going to the next thing. You’re trying to get home for dinner or however else you’re going to spend your spoons. Particularly for folks who are in professional services, and again, I’m more talking about not letting relationships and that kind of thing. The expectations around professional services that we’re client first and those sorts of things. It’s a boundary. That is a challenge for many of us.
What we also need to do as professionals, we live by our reputation. If people know that they can count on us, that we are going to come through, that our work is going to be quality work. First of all, that’s important. This is particularly harder for people who are just coming up more entry level. We can assure them that the work’s going to get done. Having also some set responses. When you said you’re on the way out the door and somebody says, “Only one thing.”
Is it possible to say, “I want to hear what you have to say. I want to respond to it. Can you send me a voice memo? I’ll be able to listen to that and respond to you in the next few hours. I’m going to be unavailable during this time. As soon as that’s over, I’ll be able to respond to your voice memo.” How can we help people to understand that I’m still paying attention to you? I’m still meeting your needs, but there’s got to be a little bit of give here.
Setting Boundaries By Managing Expectations And Communication
Setting expectations about how people work with you.
That’s managing expectations.
That is a leadership skill for people, that you can’t just be the department of “Yes, I’m here for you anytime, anywhere.” There is a limited amount of time, resources, and energy.
If you’re doing that, then you’re also modeling for the people who work for you. What we know is that you can say, “Take a break, take vacation. Have this myth of work-life balance.” What I like to say is, “Have some work-life harmony, some integration.” You can say that all day long. If they’re not seeing you do it, they’re not going to do it.
It sounds like it’s a fake thing. “Take time off.” When I’m off, I’m still answering emails. I usually have a fun last question. In this Goal Getter series, I’m a little more serious, working too hard. I’m trying to ask folks. What is a goal that has eluded you? Do you still want to achieve it? What’s your plan?
There is a goal that had eluded me. I used my own steps. I was having a hard time putting down work and honoring a reasonable bedtime that I wanted to keep. It was impacting my energy during the day and being able to focus during the day. It was this matter of closing the laptop and having a routine.
I kept on saying that I was going to do it. I had great whys. I understood. I knew what my value was. It was my health, my focus and attention during the day, and my cognitive load, and all of that. I had good reasons, but I still wasn’t doing it. It was those competing values that I talked about. It was important to get this work done and finish things. I felt like I had a good reason to stay up.
I finally just started thinking about why is now a good time to do this? I started thinking about when I wasn’t getting done, the level of disorganization that I was starting to feel. I started looking at the cost and literally writing down the cost. What is this costing me? How do I feel in the morning? I started collecting data.
That’s what I encourage people to do. Collect data because the data’s not going to lie. I decided, “This is not the outcome I want. What can I do about it?” I then created a routine. I literally have an alarm go off on my phone to tell me it’s time to start winding down. That gives me some space. I do it. I have a routine that works.
I’ve been doing it for about a month. It’s working well for me. It’s not always on the minute. I’ve given myself a range instead of, “I’m going to be there by 10:00 PM.” I give myself a range. That works. I took little baby steps. What was my next step? I took the steps that I’m telling you. It did elude me for a long time. What got me was looking at the data of, “This is what it’s costing me.”
Good for you. That’s cool.
Thank you.
If you want to hear more from Janet, check out episode 47 of the Legal Department. Do you want to talk about the Well Law App and where people can find that?
Please go to Well-Law.com. The Well Law App is a wonderful resource, if I may say so myself, for people who just want to have a handy way of being able to get some more well-being and some self-care.
Important Links
- Janet Thompson Jackson on LinkedIn
- Well-Law
- The Legal Department Episode 47: Wellness in the Legal Department – Previous Episode
- Goal Getter Substack
About Janet Thompson Jackson
Janet Thompson Jackson currently works as a Wellbeing, Diversity & Inclusion officer for the Faculty of Law at University of Groningen in the Netherlands. In that capacity she advises the Faculty Board on WDI issues, supports the wellbeing of students and staff; assists in cultivating a diverse culture of inclusion and belonging in the faculty; facilitates trainings on social safety, wellbeing, and inclusive leadership; and teaches.
Janet is a proud graduate of Howard University School of Law in Washington, DC. She practiced law in Pittsburgh, PA and Washington, DC before directing a nonprofit organization that provided transitional housing, case management, and job training and placement services to homeless and at-risk families. Janet started her teaching career as an adjunct professor at the University of the District of Columbia David A. Clarke School of Law and then completed a clinical fellowship at the University of Baltimore School of Law before joining Washburn.
She has taught law for over 20 years. She served on the law faculty at Washburn Law from 2004 until spring 2022, when she was awarded the title of Professor Emerita. At Washburn Law Janet directed the Small Business and Nonprofit Law Clinic, taught Nonprofit Law, Race & the Law, Entrepreneurial Law, Property Law, and helped to lead the law school’s Third Year Anywhere externship program.
Janet is the founder of Well-Law and believes that a focus on wellness should be an integral part of the legal profession. As a leader in law school and lawyer wellness and a certified yoga instructor and wellness coach, Janet has developed Well-Law as a signature program to help law students and lawyers develop tools to manage the stresses inherent in law school and law practice and to thrive.
Janet believes that wellness and justice are intertwined and, as a voice for wellness as justice, she held daily Meditations for the Racial Justice Journey on Facebook Live from June 1 – 30, 2020 as a space of refuge and renewal for people working for racial justice.
During the 2018-2019 and 2021-2022 academic years, Janet was a visiting professor with the Faculty of Law at the University of Groningen, Netherlands, where she taught leadership courses at the Honours College; gave numerous presentations on wellbeing for PhD students and supervisors; and gave presentations on the intersection of well-being, diversity, and belonging. During their first year in the Netherlands, Janet and her family had the fun experience of being featured on House Hunters International.
In addition to her time in Groningen, Janet has taught law courses and given presentations in Tbilisi, Georgia and Budapest, Hungary and she taught in Washburn Law’s summer law program in Utrecht, The Netherlands.
Janet has been in the nonprofit sector for 25+ years as a nonprofit executive, educator, lawyer, and consultant. Through the Washburn Law Clinic, she supervised students in forming and representing nonprofit organizations. She is a frequent speaker and consultant in the area of nonprofit governance.
As a wellness & leadership coach Janet guides clients in elevating their personal and professional lives. She works with people on a wide range of issues to help them gain self-awareness, clarify their goals, and to lead diverse environments with alignment, intention, and impact. Common coaching themes are: balancing work and personal life, managing chronic stress and burnout, effective communication, purpose-driven leadership, career and life transitions, grief and loss, and developing a personal wellness plan. Janet is certified in holistic wellness and transformational leadership coaching and has received the ACC credential through the International Coaching Federation.
Janet is a yoga teacher and energy practitioner. After years of casual yoga practice Janet began to study yoga seriously as a way to manage her chronic pain. Through her yoga practice, Janet has experienced a healing journey that continues today. On the mat Janet is both student and teacher. Her practice provides an ongoing landscape of learning about patience, strength, surrender, fear, compassion, and ultimately, self-love. She incorporates meditation, breathing practices, Intuitive Reiki, EFT (Tapping), and other energy modalities into her teaching and practice. Janet has a passion for making yoga accessible to people regardless of age, lack of income, race, gender, or ability. She is a certified yoga teacher (RYT 200-hour) and has completed 800-hour training in yoga therapy.
For its first eight seasons, Janet was the host of the PBS series, I’ve Got Issues, on KTWU-TV in Kansas. The community affairs show covers a wealth of topics such as politics, health, education, and more.
