10 Things You Should Know About Being A Business Owner Right Now

Now, onto the topic at hand. Since June of 2018, I’ve been carefully watching the economy. Yep, we’re going there. We’re going to talk about the economy. We’re going to talk about the potential recession, or the fact that we are in a recession right now and we don’t really know what this is going to look like because yes, we have probably close to 20 million jobless claims right now. At the same time, once we’re able to come out of lockdown and go back to work, we’re not really sure what this is going to look like and what the impact is going to have.

Since June of 2018 I’ve been carefully watching the economy, spending time between Bloomberg’s Recession Tracker, watching jobless claims, reviewing manufacturing indices, and then understanding why we are seeing retail chains fail right now I’ve been reading The Economist and The Wall Street Journal. That is legitimately, the nerdiest thing I have ever said. Honestly, I would have been happier not reading these things, but my dad made me.

Elliot, as some of you may know, he’s been on the podcast. I talk about him frequently as a business mentor. Elliot is a 40-year veteran entrepreneur, who in his retirement has started a new business and has hired his own mentor to teach him how to day trade. Right now he is making money day trading Zoom stock, liquor stocks, and something else, which I can’t remember.

He was shouting at me on his driveway when I went to visit him while making sure I was keeping a 15-foot radius. Last week it was a 10-foot distance and now this week I have to keep a 15-foot distance. He’s taking his distancing very seriously, because he’s crazy.

I’m prone to ignore his anxieties. But back in June of 2018 he just wouldn’t stop. He wouldn’t stop harping on this. So, I acquiesced and started looking at what would I do if the economy became recessive, what would my own preparations look like, back in June of 2018. My husband has also done the same, because my husband runs his own business, but he manufactures capital equipment. He and I have very different businesses, but we both wound up creating a strategy that is coming to fruition right now, and is actually working a bit in our favor. So we have some early data now, that planning ahead has helped.

Just because you didn’t plan ahead doesn’t mean that your dead in the water, and that’s actually the conversation that I want to have with you today.

People are like, “Oh my gosh, you’re so smart that you were planning ahead.” I’m really not. My dad’s smart, my dad was the one here. Well, I am smart, but my dad was really neurotic, and that’s why we started planning ahead in that. As I was watching this transpire, as I’ve been looking at some of this data that I mentioned earlier, my best guess was that we would see a recessive economy in late 2020 or 2021.

You have to realize, that until February, our numbers were fine. If you go to the Bloomberg Recession Tracker we didn’t start seeing a problem until February. Even in February, we had doubled our chances of a recession from January to February. But February, we were still okay. Jobless claims were still low, the manufacturing indices were hovering, and we were maybe at 53% probability of there being a recession. Everything that we’re seeing right now that’s happening, is happening because of the coronavirus in this moment. While I prepared, I have also been very caught off guard by what is happening. Let’s face it, this is unprecedented and nobody has any answers.

Anybody who’s selling you a proven step-by-step system for recession-proofing your business… I mean, to be talking about recession-proofing now, is kind of silly because here’s the thing. The things that I’m going to share with you in this podcast, are things that we need to be doing as business owners always and forever anyway. It will absolutely help you right now, in the economy that we’re seeing. But these are habits that you want to be continuing with, even when we’re not in our recessive environment.

So here we are. It’s unprecedented. Nobody has any answers. Nonetheless, I have been here before, in 2008 and 2009. For us, if you know our story, it wasn’t pretty. When my husband and I did the perp walk into bankruptcy court in September 2010, we vowed to not just learn from that experience but to pay our lessons forward. Because, let me tell you something, when you’re going through bankruptcy, nobody has any answers. There is no coach. There is no bankruptcy coach. There’s no guide. There’s nobody to shepherd you through that process. There’s really nobody to help you figure out how to rebuild your credit either, without scamming you.

So, while I hope that nobody who is listening to this is at that point of bankruptcy, but the lessons we learned were critical for what’s happening now. I feel really passionately about sharing them with you all, as well as you hearing that in the last recession, my husband and I had a failed business. It was catastrophic. We suffered for years and years, even before the recession, the business wasn’t doing well. We had our own personal recession. Just because people are talking about a recession right now, doesn’t mean that you personally are going to experience a recession. We all experience recessions and boom times in our lives, at times that might not align with what’s actually happening in the economy. I know businesses right now that are doing really well, and I know some businesses right now that are hurting. There’s nothing that says you’re going to be in a bad position.

I also want to be able to have these conversations with you from a place that feels grounded.

From a place that feels realistic, and from a place that’s not fearmongering. As we’re talking about this, I want to tell you, I’m not scared, I’m not worried. I’m not here to fearmonger. I’m here to prepare. I’m here to prepare you, with how you can be responding to what’s happening right now. Also, maybe explain some behaviors that you’re seeing. In the last 10 years I’ve been collecting and cataloging key insights, from which I create content, resources, tools, and things for my community and my clients. For those that have worked with me for a while, they have already been well trained for what’s coming, and they didn’t even know it. Because everything that I teach, has come out of that experience that I had from 2005 to 2010.

The women in my mastermind and some of the women in The BRAVE Society have all reported sales over the last month. Nobody has had a major pivot, because most can simply make a tweak or two. This is the benefit of a regular and consistent CEO Debrief, which is just a good business development habit. While everyone is experiencing the pendulum swing, these women are well supported emotionally, strategically, mentally and financially, because they have done their CEO Debriefs.

As I survey the landscape and talk to business owners far and wide, many business owners are trying to figure out how to put one foot in front of the other. This is a very unsettling time. If you are feeling unsettled, if you are feeling anxious, if you’re feeling fearful, if you are feeling shame or guilt because maybe your business is doing well and other people are not working, these are all normal feelings. If you are feeling like you are sick and tired of your spouse, and that your life is lacking joy and fulfillment right now, you are not alone. These are all the things, that people are feeling right now. We need to be talking about them, and we need to be sharing them, and we need to be normalizing what everyone is feeling. If you’re feeling isolated, that’s normal. If you’re feeling excited and you see opportunity, that’s normal. There’s no right or wrong way to do this, at the moment.

Some people have found new ways to do business and deliver their services, and I think that’s amazing. I think it’s opening up a world of opportunities for people. Others who’ve had to figure out how much cash they have, and if they can keep the doors open. Not because they’re bad business owners, but because the accounts payable departments that they rely on to pay them, have all been sent home. For example, my husband, my husband has work in house that he needs to ship, and he might not be able to ship it or he might not be able to deliver it, because they might not be letting anybody on site to install it. Or he might be having accounts receivables out, but people aren’t there to pay those bills. So he’s having a cashflow crunch. But his revenue that’s supposed to be coming in is fine. Everybody’s having these unique things.

I’ve spoken to accountants, and business coaches and lawyers who have all had clients be unable to pay them for the services they desperately need right now. They’re figuring out, “How do I support people that need me, but can’t pay me?” Others are operating like business as usual. Some are hopeful and optimistic. Other see a deep recession on the horizon. Nobody’s right. Nobody’s wrong. It’s all of those things. Recessions happen, and people prosper.

My husband’s reading a book, it’s on Netflix., That Will Never Work: The Birth of Netflix and the Amazing Life of an Idea. He said, “They made an interesting statement. They said, ‘Bears win, bulls win, pigs loose.'” The bear market wins. The bull market wins. But when you’re greedy like a pig, the archetype of pig’s greedy, then you lose. That’s also interesting, that people do well in up economies, people do well in down economies.

Please know, I’m going to say this one more time, that when I use the term recession, I don’t say it with fear or scarcity. I believe we create our own economies, and I believe that with all of my heart. The other day on a CEO Debrief in The BRAVE Society, I said, “Nothing is the same, and everything is the same.” In our lifetimes we have never seen anything like this before, that’s an absolute fact. Whether you think this is a conspiracy, whether you think this is really happening, whether you have a political opinion about it, we have never seen anything like this before in our lifetimes.

At the same time, business has always been uncertain.

Markets have always fluctuated. People get laid off, people get sick. Our businesses should be built on solid foundations, not just now, but for whatever storms a business owner might weather throughout the years. So, today I’m going to share my thoughts with you, based on my 20 plus years of experience and knowledge on human behavior and organizational development.

I think it’s always helpful to present my bias, before sharing my thoughts. Here’s some perspectives, from which I’m coming from. I’m not an economist. I don’t even consider myself a futurist. I’m not a statistician. I struggled through grad school stats, like nobody else. As a matter of fact, I was a terrible math student in general. I suffered the worst of what entrepreneurship has to offer, bankruptcy. Many people’s worst-case scenario is bankruptcy, and I’ve experienced it. I have a very different point of view on business now. My work as a 20 year veteran business coach allows me to work with many different kinds of businesses: brick and mortar, agency models, solopreneurs, online business owners in a vast range of industries. That’s really where I’m pulling my knowledge from. It’s not just a specific industry, or a specific type of business. I actually like the variety of the businesses that I work with.

One of my superpowers is, to create opportunities where there are none. I have done that time and time again in my life. It’s something, that in my friend circles and in my family circles, that I’m known for and it’s something that I really enjoy doing. The only thing I love more than making money, is saving money. I really need to say that, because I love making sales, but I love profit way more. I’m a realist. For me, this means I get present to what is, and confront my feelings and fear head on, so I could move to opportunity. If you read fear, scarcity, shame, or judgment in what I’m saying, those are your energies coming up to be addressed, because they’re not mine. Those are my biases that I just wanted to kind of put out there, so you know how you can approach the information that I’m sharing with you.

The way I have structured what I am sharing is through the SLOW method.

So, through the SLOW framework that we use at The Bold Leadership Revolution. I believe it’s the most helpful way to present this information, because the SLOW framework is a model to help lead yourself more effectively and efficiently. By asking you to SLOW, you will actually gain clarity on the next step, the quickest path to the goal, and ultimately speed up. We know that key characteristic of our clients is moving fast and patience isn’t their strength. These are ambitious women who want what they want, and they want it now. To ask them to SLOW down, is asking them to do something super foreign. We’ve given them a framework as a tool, to ensure that there’s a path to follow when they slow down, and that they get the fastest result when they do it.

Here’s how I’m using the SLOW method today.

S stands for step back and reflect. Reflection is a critical leadership skill that many overlooked because they feel they aren’t doing anything. The reality is, is that reflection is an important part of being that makes doing more efficient. Reflection can take you a week, a day, an hour, 15 minutes. The more you reflect, the quicker you get, and the quicker you can navigate through this reflection piece.

Here’s what I’m reflecting on today, using the SLOW method. What do we know? All right. In the United States, we know we have probably almost 20 million jobless claims in the last three to four weeks. For comparison purposes, we were at 15 million jobless claims during the 18 month great recession. That’s just a benchmark comparison for you. This is also what we know. This pandemic is taxing every part of our system, from government, to education, to healthcare, to supply chain, to Wall Street, to Main Street. It is all being slammed. It’s also changing things on a global scale, which is a massive problem, as over the years we have become more interdependent, and in some cases dependent, on other countries.

Currently, we don’t really have an end in sight. There is a lot of uncertainty, which is making it hard to plan. I know for us, in New York, Governor Cuomo has just extended school closings until May 15th while other States have closed for the year. Personally, as a mom, and as a business owner, and as a woman trying to juggle some things, I’d really just like him to make a decision, because this every two week thing that he’s been doing is not helpful.

We have a stimulus package in the US that one, we can’t afford. The $2 trillion that they so generously have put back into the economy, they’re printing money at this point. We don’t have that money. Out of that $2 trillion, it only put about $350 billion into the hands of small business owners. Which larger businesses have managed to find a loophole, where Shake Shack and Ruth’s Chris were able to find a loophole, to get their franchises some money. As of recording this, Shake Shack has returned the… I think it was $10 million that they had received, and now they’ve returned it. What’s happening here is that’s shifting the perspective of how people are purchasing. We’re seeing a lot of anti-big business, a lot of anti-establishment right now. A lot more people cheering for the underdog and the small business owner, and I think that has going to have an interesting play.

The last thing is, is that PPP Loan was delegated to the banks with very little guidance. What I have ascertained from some of the groups that I’m in, where we were having these conversations, very few people are receiving this PPP loan. This is the one that got given to Shake Shack and Ruth’s Chris by Chase Bank, by the way. What’s really interesting is, is the majority of the people who’ve been approved for these loans, I see it even among some of my clients, got very quick approval through community and local banks. I think this is going to change, I hope this changes, the way small business owners choose their banks as well. I know that I bank with Chase, and I will absolutely be moving banks when some of this has settled down.

This is some of what we know right now. Here’s what I know, what do you know about yourself? I had to ask myself, “What do I know about myself? What is true, based on my credentials and my performance, what do I know to be true?” I know I always come out on top. I always do. I always win. There’s no such thing as losing, I either win or I learn, and so I always come out on top. When I invest time, money, and energy into me, the leader, the owner of the business, I always get an ROI. I know what I need to thrive, and I have a process for navigating life and business that puts my health and wellbeing first. Those are the things that I know to be true about me, that I can hold onto as certainties.

What don’t we know? A lot. We don’t know a lot. In many ways, it’s still too soon to tell what is going to happen when we start to unlock countries and states.

Here’s another reflection question. What works? You can look around and be like, “Well I have no idea what works, because I’ve never been here before.” Except that’s not necessarily true, because history gives us clues. I really need you to sink into that, that history gives us clues. I always say, people get really caught up, especially in the online business world, that people get caught up in like these newfangled techniques and tactics, and doit it this way and following this blueprint. This person over here’s a overnight success, so I want to go learn from them. But the reality is, business has been the same. Business has been the same for a really long time. I always say, whether it’s Rockefeller or the apothecary on High Street in London, or the furrier in New York City, business has been the same.

It’s running the same, very basic, boring principles that we don’t like because they’re just not sexy enough, they’re not interesting enough. We get bored in our businesses, and we like to stick our fingers in things and muck things up and burn things down. Don’t burn your business down. Please, don’t. Anybody feel compelled to burn your business down, just shoot me a message and we’ll get you straightened out. But history leaves cues. When we look at the history of business, here’s what has always worked. First, I want to clarify that we’re seeing a very common behavior pattern. Like individuals have behavior patterns, so do collectives, communities, and organizations. Right now, we’re seeing a pendulum swing. We’re seeing a pendulum swing between unresponsive and over-reactive behaviors. We’re swinging wildly between unresponsive and over-reactive behaviors. We just need to fall into the equilibrium of adaptive responses, which is what we’re talking about here today.

The reason why I think this is happening right now, when we feel so all over the place, and so scattered and disorganized, and unproductive, and unfocused and all those things is because we’re getting new information daily and our reality is emerging quickly. We’re having to move between shock, freeze, head in the sand, I’m over it, to very reactionary scarcity-based decisions. On one end we have, whatever your thing is, shock, freeze, head in the sand, I’m over it and don’t want to talk about it anymore. Those are unresponsive behaviors, to very reactionary scarcity based decisions that are happening. We really just need to fall in the middle, to this place of adaptive responses.

Here’s a couple of things that we know about history.

Business is about relationships. So if you need to start prioritizing and focus somewhere, focus on your relationships.

Here’s the other thing that we know, is that I operate in a way that is conservative in good times, so I can be aggressive in bad times. I live, you don’t see me with the luxury lifestyle. I’m not in whatever the female version of a Lamborghini is, because the Lamborghini’s not even anywhere on my radar or attractive to me. I live very minimally and simply I run my business as lean as possible. We are constantly checking in for operational efficiencies, and tracking things, and making sure that we’re making the best use of the revenue that we have.

I also moderate my growth, I don’t try to grow by doubling my business year, after year, after year. I know that’s really sexy. I’ve done it before, I’ve done it consistently before. In the beginning it’s easier to do, than when you’re a few years in. But, I moderate my growth, not because I have a mindset issue, but because I don’t ever want to get to the point where I can’t handle customer delivery. That’s like a real slippery slope that you kind of have to teeter on, and we’re going to talk about that in a bit.

Being conservative isn’t a bad thing. I think being conservative today probably is frowned upon, because everybody’s looking to 10X their shit overnight. And please don’t do that. People do ask me, they’re like, “Oh, I want to blow up my business.” I’m like, “Oh, you’re really going to blow it up, let me tell you, if you 10X overnight.” Again, my opinion, but also fact. Because I get called into businesses of all sizes to fix things, when they’ve broken the business from scaling too fast.

So, be conservative. Conservative’s okay, it’s not a dirty word. Know that you’re swinging on a pendulum, that happens with every business crisis. This is going to happen over and over again. I mean, we had the recession, we had Brexit that impacted things. We had Donald Trump being elected into office. We have another presidential election here in the United States this year. There’s blips, there’s things that come up. At any point, we’re on this pendulum of shock. Or, it’s very reactionary.

If we’re in this place where we’re trying to find middle ground, the L in SLOW stands for lower pressure and expectations. How can you be lowering pressure and expectations right now? When our expectations for ourselves are too great, it throws us into a panic zone. That takes us out of the learning zone. A lot of people talk about, “Get outside your comfort zone.” So, in the personal development world, you think there’s two zones. There’s in my comfort zone and out of my comfort zone, except science tells us otherwise.

There is the comfort zone, there is the learning zone, and then there is the panic zone. When our expectations are too great, it throws us into the panic zone and it takes us out of the learning zone. I have this suspicion that a lot of you are in a panic zone right now, even if you’re not feeling specifically panicked, but if you’re feeling crunched up, if you’re feeling a little frozen, you’re probably in a panic zone.

We want to stay in the learning zone, and how do you take the pressure off and lower those expectations so you can be in a place where you’re learning, where you’re open, where you’re not closed off. Many people live a fraction of the life they could live, because they’re suffocated by their own expectations of themselves and others. Expectation breeds chronic disappointment and high levels of stress and anxiety, and we do not need that right now.

We are not in business or life as usual, so we can’t expect from ourselves usual. We need to adjust that expectation. I mean, even today, I went and took my son for his well visit at the doctor’s office. They’ve completely changed the protocol and how you do a well visit these days, because of everything that’s going on. Having to do these things outside of our normal process, it requires so much more brain capacity. It’s exhausting.

So no, we’re not operating as usual.

The kids are learning from home. We’re trying to help them adjust to that. Maybe your partner is home, and they’re grumpy and you feel thrown off by it. So, what we’ll take the pressure off? Because if we can take the pressure off, we can reduce some of the behavior driving reactionary decisions.

What is a reactionary decision? Cutting all your team, and going back to doing everything yourself, that’s a reactionary decision. Cutting out all support systems, slashing prices, filling every minute of your day with tasks and leaving no room for strategic thinking. These are all very reactionary decisions, right now. So we had the S and the L.

Now we’re going to look at O. O is own the now. I’m going to look at it at this from three different perspectives: owning the now as a leader, owning the now in your operations and owning the now as your team.

Owning the now as a leader. This is about stabilizing your energy and output. Bring yourself back to center. Where can you respond to what’s in front of you, in a way that’s adaptive? One way to do this is to ground yourself in your feelings and your emotions. What’s your process for feeling grounded in your emotions? And very important right now, get grounded in the data. The data is telling you what is.

As women, we want to be seen as loving and kind. We shy away from characteristics of behaviors, that would because someone to see us as too much of anything. We shy away from being seen as shrewd, or calculating or data-driven, because how many stories have we had in our lifetimes about women in math? Raising my hand. Or women being the B word? Raising my hand. But now is the time for us to be calculating and data driven. And yes, have feelings. Yes, have a way of grounding our emotions and our feelings. But the data will tell you what is. So as a leader, I want you to be looking at what is. What I want you to take away and say to yourself is this, “I am a whole damn person. I have and honor my feelings. I create beautiful emotional spaces to process, and I make data driven decisions that help me take the emotional charge out of my actions.” As a leader, what can you be owning right now? This is it.

Optimize the operation. I know so many of you who are feeling disorganized right now. Maybe you’re feeling scattered, like you didn’t have your business shit together before and now it’s just exacerbated. I hear people wanting to have all their SOPs together and step-by-step things. Having a level of organization brings comfort and reduces anxiety, it allows us to control. It allows us to control in a time that we don’t feel like we have control. But now is not the time to bury your head in banging out SOPs. Now is a time for triage. Evaluate the symptoms, jot them down. But right now is about plugging holes, or to keep with the medical theme, to staunch the bleeding neck wounds. Is that SOP a bleeding neck wound right now? Probably not.

So, step one, do a client retention check-in.

This is going to be your first checkpoint for a while. Some people have lost 50% or more of their existing clients, and have had to put way more time and energy into working to maintain existing clients or upping their sales activities. So, just do a client retention check-in, what’s happening there? What are you seeing?

Step two, healthy, profitable sales are the life blood of your business.

But make too many sales, and your current client delivery system can’t keep up and you’ve broken the business, which I had mentioned before. This is my main reason why I control and moderate my business growth.

If you’re panicking and running out, selling, selling, selling, selling, selling, ask yourself, “Do I need these sales to maintain my profitability?” And secondly, “Can I sustain the influx of new clients?” Which is why I really want you to do that client retention check-in.

If you’ve had sales off and you’re not on target for your sales goals, identify the difference and look at how you can close that gap. Do not make an assumption here. You’re going to assume the worst. You’re going to assume that you’re way off, farther off target than you really are, and you’re going to go out and you’re going to panic sale. Don’t do that. Know your numbers. Get the data.

For example, if you had planned to have $100,000 in revenue by now, and you had sales drop off and you’re only at $80,000, what is your plan for $20,000? That’s all you need to fill. Just the difference. If you’re scratching your head and you don’t know what I’m talking about, start by setting a realistic sales goal based on your personal and business needs. If you don’t even have a sales goal, just put one in place.

Step three, look for operational efficiencies.

Where can you cut waste? Systems, cash intensive projects, no panic or frenzy here. Just where can you go and shave 5%, 10%? We don’t want you going back, and doing everything yourself again. We don’t want you whacking your team, because your team is really helpful, most likely. But where can you work to shave some expenses?

I want to repeat that again. For your operations: first thing to check, client retention. If you don’t have client retention and you’re losing sales, you’re losing income, look at the data and understand what the gap is. Don’t go panic selling, only sell what you need to make up the gap. And three, look for operational efficiencies. Where can you cut wastes? Systems, cash intensive projects, things like that.

By the end of these three steps, you should have a clear picture on where you are right now. Right now. If you start getting things bubbling up like, “Oh, I should be looking at this. Oh, I should be thinking about this.” Just park that on a different sheet of paper, it’s a distraction.

Let’s talk about optimizing your team.

Here’s the one thing you need to do, to optimize your team right now. Increase communication. When you increase communication, you will decrease stress. You want to be listening, and you want to be empathetic to what people are going on in their lives. You want to be doubling down and communicating on your purpose, your vision and your values. These are all filters for how you should be making decisions right now, and your team needs to be aware of them if they are not.

So, empathetic, vision, values, your purpose. Any business right now that has been founded on making money, get rich quick, don’t have mission, vision, values. This is going to be a problem. This is going to be a problem right now. Because now more than ever we need purpose and meaning to what we do, because we’re in a grind. Let’s face it, we are just in a grind right now as we adapt to new information, as we were putting one foot in front of the other, I said on the CEO Debrief the other week, that resiliency for me right now, it’s a grind. A lot of what happens in downturns in economy, is just your ability as a business owner to survive. Sometimes, you just might be suffering. You’re tired, you got a lot of irons in the fire, you got decision fatigue. It’s about, how can you just keep stay in the game? How do you have that endurance to keep going?

Let’s talk about what’s next.

What do you need to think about doing next? Be observant. This is what’s next for you. Be observant. What’s working for you, what’s working for others? We are going to see a bit of a market correction with business owners, who sadly don’t have great business skills.There are a lot of business owners who are not prepared for weathering storms. I mean 83% of small businesses are operating check-to-check. If this is you, if you’re operating check-to-check, if you’re not set up all that great right now, the best thing you can do is start now. Don’t cash in. Don’t be like, “Oh, well it’s too late.” It’s not too late. Start now, setting yourself up for success.

One way that you can do that, is to sign up for my masterclass, where we’re going to be talking about how you can be improving your performance and things like that.

The other thing, what’s next is, you got to start setting goals for a shorter duration. 90 days, one month chunks, shorten it up, snap it back. Now’s not the time to be thinking about the three to five year vision. Now is the time to be thinking about the one month vision, the six month vision. Where are we going to be by the end of this year vision. We still need vision. We just can’t be running too far ahead. So, snap it back. Shorter duration.

Stop talking and start listening. Be with people. Understand what your people’s challenges are, right now in this moment. Their challenges have probably changed, from what they were a month or two ago. I had somebody say to me today on the phone, “2020 was going to be my breakout year, and now I just feeling I’ve been kicked in the teeth.” They have a completely different perspective on what’s happening right now, and their goals have changed. Their challenges have changed. We need to know how to help the people that we support, in this moment, right now. Not aspirationally, now. People are in pain now. Look for the opportunities, and start creating beliefs around how you grow through adversity, how constraint creates innovation. What are these positive beliefs, that you’re going to be working on over the next month, two months, three months? Around, not posttraumatic stress, but posttraumatic growth.

If you continue to follow this podcast and hop my email list, you will be a better leader and business owner when this is done and dusted. This is the time that business owners are made. This is a time where we learn, and where we develop new skill sets, and we enrich our competencies, and we really get tested in a way that allows us to improve greatly. That is what I’m here for. I’m here to lead you through that experience, through the adversity, to be a better leader and business owner when this is all over.

Make sure you sign up for our audio masterclass, Why an Unrelenting Workload Isn’t Getting You the Best Results, and let’s start working through these things now. Please don’t bury your head in the sand, and please don’t let your fear shut you down.