So You Want to Quit Business?
In this 45‑minute talk, Mike Andes explains why many entrepreneurs reach a breaking point and consider quitting, and he offers a concrete framework – SLOP – to diagnose and fix the four core sources of burnout. S – Sales – Entrepreneurs often feel stuck because they can’t generate enough qualified leads despite trying every marketing channel. Andes shows how the problem is usually a lack of pain‑based messaging rather than the channel itself, and he advises stepping back to clarify the customer’s true problem and craft copy that creates perceived pain before the need arises. L – Leadership – Once a business hits $750 K–$1 M in revenue, the founder becomes a bottleneck. Andes argues that leadership is a learnable skill, not an innate talent, and outlines the need for hiring managers, building compensation plans, career ladders, and a culture that attracts and retains talent. He stresses humility, continuous learning, and surrounding oneself with other leaders through masterminds, coaches, and conferences. O – Operations – Scaling brings quality erosion, employee turnover, and customer‑experience failures. Andes recommends systematic onboarding, checklists, pay‑for‑performance plans, and metrics that align crew incentives with business goals (e.g., bonuses for online reviews). He emphasizes that without operational systems, reputation and cash flow deteriorate. P – Personal – Personal health, relationships, and mental‑health stressors amplify business pressures. Andes frames these as controllable habits (diet, sleep, exercise) and urges entrepreneurs to take extreme ownership of what they can control, building “moats” around their personal life. Across all four areas, Andes repeatedly reframes the feeling of wanting to quit as a skill gap rather than a personal failure, encouraging owners to label the problem, acquire the missing skill, and take ownership of the solution. He also lists concrete actions: pain‑focused marketing, leadership education (books, podcasts, Jocko Willink), operational checklists, performance‑based compensation, and personal habit tracking. The talk ends with a call to relabel the urge to quit as a temporary overwhelm, adopt a growth mindset, and systematically work on the four SLOP skills to move the business forward.
Chapters
Every entrepreneur I know that I look up to has at one point wanted to quit. And I've identified the 4 reasons that lead to burnout and why there are moments in your entrepreneurial career where you're just going to want to give up, quit the business, go get a 9 to 5, or in some way quit on the goals that you've set out to achieve. And so I have this acronym. It's called SLOP. The first one is an S, and this is usually early on in your entrepreneurial journey. Around sales. You want to quit because you just feel like you're beating your head up against the wall trying to get more leads, trying to get more customers. And no matter what you do, you do door hangers, you do Facebook ads, you do Google ads, you build a website, you do all of these things and you can't get any more customers. And so you get burnt out because of this obstacle of finding more customers that you can actually grow your business. And so the first in these 4 is S. Not being able to get customers despite you trying everything. You've listened to podcasts, books, videos. You've heard other gurus or you've heard other competitors, people in the industry that you look up to talk about a specific marketing channel. You're like, I'll give that a try. And you do it for a month or two and it doesn't work. And you just constantly are in this state where you can't grow the business because you can't get any more leads. And some people will say, hey, door hangers are working great. And so you go all in, you go get 5,000 door hangers, you put them across the whole country. Your whole market and you get one customer. Like, what in the world? Spent a whole week doing that. Then you hear someone say that postcards, if you make it all about the text, don't have pictures, don't make it fancy, just speak to the pain of the customer. And you go out and get 5,000 of those and you send those out via Every Door Direct Mail. And sure enough, you get one or two customers and they're like, oh, that doesn't scale. I need to do something online. I need to do Facebook ads or I need to do Google ads. So what do you do? You go out and agency, spend thousands of dollars getting it set up, and sure enough, you're like, this is gonna work, this is gonna work. The first day you put those ads up, you get a customer, you're like, oh, this is finally, I made it. And all of a sudden, a week goes by and you get 5 more leads, but they're all trash. They're people that don't really need your services, they're outside your service area, they're existing customers, and you're like, why in the world am I paying for existing customers to click on my ads? And you just feel like you're beating your head up against the wall, and then a year goes by, and you're no bigger of a business than last year. And you constantly are just going from one marketing channel to the next, and then you think, oh, text blast, okay, so you figure out text blast. Then you go like, ah, that doesn't work, I'll do yard signs. Everyone was saying yard signs work really well for Christmas lights, I'm gonna add that service, and I'm gonna do door hangers, and I'm gonna do yard signs, I'm gonna do postcards, I'm gonna do all these different types of ad platforms. And realistically, this gets very frustrating, and it gets very, stressful when no matter what you do, it just seems like you cannot grow the business. You cannot get more leads, you cannot attract more customers, and you care deeply about the customers. You care deeply about doing good quality work. You care deeply about making sure your reputation is maintained inside the community. However, you cannot get more customers. You're like, I'm doing everything right. I'm getting Google reviews. I'm making sure I make sure the customer has an exceptional experience. We're super professional. But no matter what you do, you cannot grow the business. Now we can look at structural things like churn, or maybe poor communication, or a lack of upselling. These are all structural things. But this is a key reason why a lot of times people will quit, especially when they're a solo operator, their first or second employee, is they just cannot get enough customers. And it's so discouraging to constantly be trying to chase the next customer and constantly trying to chase the next marketing hack. The next funnel, the next thing that they, they thought was going to be the promised land of getting more customers. So what do you do if you're burnt out, you're wanting to quit and you can't get customers? You'll see a theme in all these quote unquote solutions that are really just things that I've learned is a lot of times you're pouring your effort into something and you start getting so in the weeds of it. Sometimes you just need to step back and you need to ask the basic questions of like, why do customers use my service? What problem am I solving? And then ask yourself if the advertising that you're doing, the door hanger, the yard sign, the postcard, the Facebook ad, is it just simply advertising my service or is it actually speaking to the pain that the customer is going through? And a lot of us were like, okay, we are mowing grass. Great. What's the actual pain? Well, I'm saving them time. No, not really. What you're actually doing is you're preventing their dog from getting out the gate because every single one of their past contractors would not close the gate and little poochie poodle kept getting out every single time and they're tired of chasing their dog, putting up wanted signs and lost dog signs all over the neighborhood. That's what they're tired— that's their real pain. And so does your marketing actually speak to the pain of the customer? If it doesn't, you are a commodity. And so you will usually be at the whim of whatever the demand is for your service. If the grass is growing, people will call you for lawn care and for mowing. If there is a beetle coming through the market and eating up all the lawns, you'll get a whole bunch of demand for that service. But if you can speak to the pain of the customer, you're able to pull them into a place of pain even when they're not experiencing it in the moment. A lot of home services, we struggle. The hardest part is that customers call when there is pain. But if you can manufacture that pain by good copy, by good advertising, by a great website, and when they get on your website, it's evident that like, oh, I need to be thinking about this 6 months in advance of the beetle taking over my lawn. I need to think about this 6 months in advance of my lawn being overgrown and I can't get anyone to show up and actually take my calls. And so the ability to be able to take a customer From I will solve this when there is pain to I know that this is not currently something I'm experiencing in terms of pain, but I know it's coming and I'm willing to buy it now. And being able to push customers into a place of pain where they make a decision to solve that problem, that's the thing to focus on if you're struggling with sales. All right. What's the next thing in the slop? The next reason why people want to quit, you start questioning whether it's really worth it. You've been beating your head up against this wall for a long time. That's leadership. This is a lot of times when you're a larger business. I see this usually happening once someone's past $750,000, past $1 million in annual revenue. This is why we have the school community, Home Service Boardroom for larger operators. It's all around leadership because at this stage you now have more than 8, 9, 10 people inside your organization and you need other leaders because you can't be juggling the ball. For every single aspect of the business. You can't be doing all the sales, you can't be running operations and the crew, you can't be making sure the equipment's all tuned up, you can't also be answering the phone, doing all the email. So you now have to have managers in different departments. And this is where a lot of times people stall out because of a lack of leadership. They don't have the ability to be able to attract and retain great talent. And if you're not the leader that great talent wants to work for, that they're so good they could probably go start their own business, or they have in the past, but they're willing to actually put that on the sidelines and take the security of an employment position with you because they see your vision and they see that you as a leader have something they can learn from, someone they can grow with, a vision that's big enough for them to fit their vision inside of. And that takes a That's another skill. Like, all of these things you'll notice are skills. You can gain the skill of sales and break through what is currently causing you to want to quit, that is causing burnout, that feels like you're beating your head against a wall, that makes you want to stop the business and just give up. The same thing is true with leadership. And for a long time, I did not believe that leadership was a skill. I believed it was more of an innate thing, a talent that was given to you. And it was like, look, if you got it, you got it. If you don't, You know, some people are just born with it. And Jocko Willink would say, one of his key lines is, leadership is a skill, and any skill can be learned. And so I really wrestled with that for a long time until I realized he was right. And that is, if you're humble enough to realize that you have a deficit when it comes to leadership, you can learn from other great leaders or bad leaders of what not to do. And be able to gain the skill and the ability to be able to lead and improve your skills as a leader so that other great employees, great managers want to work for you. Because as you pass $1 million, $2 million, $3 million, you'll need great managers. You will not be able to juggle all the hats of the business effectively. And if you try to do so, that's when usually you start burning out. Like, oh, I'll do it myself. Like, I can't afford it right now. I'm not going to get an operations manager. I'm not going to get an operations assistant. I'm not going to get someone to answer the phones. I'm not going to get someone to help me with estimates. I'm just going to do it all myself. And for a while, you'll make really good money. You'll make really good profits, but eventually you'll burn out because you're just juggling so many things. And without you, the business falls apart. There's no way you can take a week vacation. There's no way you can get off early when you're not feeling well in the middle of the day. You can't do any of those things. And so now you start to resent the business. Which you started, but it feels like golden handcuffs because you literally can't do anything without the business falling apart. You can't take a day off, you can't take a vacation, you can't ask someone else to manage a project or do an estimate for you, go meet with a customer after they left a bad online review or they're freaking out. You are still the bottleneck for everything in the business. And the reason all of those things that we just mentioned Are just a culmination of the fact that you have not yet gained the skill of leadership. And this is the hardest skill to learn many times because it takes so many repetitions of seeing what works and what doesn't and being able to develop your style as a leader. But this is a big reason why you want to quit, is because you feel like everything goes through you. If you turn your back or you are gone for a few days, you just feel like everything falls apart. No one's able to do it like you. You can't trust anyone. The moment you think you have a good manager, they end up going and leaving for a few dollars extra from someone else. And you're like, seriously, am I just going to build this whole thing myself? I'm going to have to be the master juggler that does all the sales, all the operations, all the admin. There's constant turnover at the technician level. Every manager I hire leaves within 5 or 6 months, and it's almost impossible to build a big organization when you have that kind of churn at the leadership level. And so what do you have to do? You have to become the leader that those great managers, that those great technicians want to stay with you. And there's elements of care that as a leader you will create systems around compensation, career ladders, meeting structure to be able to facilitate a culture where great employees want to work. That's part of being a great leader. But we're not all born with this innate ability to do one-on-one meetings, this innate ability to build compensation plans for our mid-level managers, have honest conversations around the things that our employees are going through personally that's affecting their work life. Those are not innate skills that are given to us. And so the thing that you're actually beating your head up against is you just don't have the skill of leadership. And I say this well knowing that what prevents me right now from getting to $100 million is also my skill as a leader. This is a constant evolution because ultimately the growth of the business is only capped by the skill of the leadership of the leader. And so if you're the leader, if you're the CEO, if you're the founder, the business will only grow as big as you can as a leader. And if it's capped, if you can't attract great managers, if you can't keep your good technicians, if you just constantly feel like there's churn, if you feel like there's cultural issues all the time, people are backstabbing you, caking your customers, ruining your equipment. If all of these things are happening inside the organization, You have to take ownership of it and say, it's 'cause I'm not, I do not have the skill yet to be a great leader. And you'll never, it is absolutely an infinite game being a great leader. It'll constantly be a skill you constantly have to improve and hone and refine and make better, and then you feel like a loser and an idiot, 'cause if you're growing a business, that growth creates chaos. And in an environment of chaos is when you need leadership, but it also will identify and expose areas of weakness when it comes to leadership. So by definition, as you keep growing a business, you're gonna constantly feel like a loser as a leader because you're gonna have to keep evolving yourself and changing and morphing as a leader at different stages. At $1 million, very different than $5 million, very different than $10 million, very different than $50 million. Like, you're gonna have to keep changing. And so you'll— this is like a constant leadership, just feeling like a loser many times because you just realize that you have to keep gaining skills. But I want to re— the reason I'm making this video is because I want to reframe this notion that you're quitting because somehow you're a failure or somehow you do not have the ability. There's a difference between having the ability and having the skill, because the ability feels like it's amorphous. You can't really do anything about it. It's out of your control. But if you just reframe it as, I do not yet have the skill of leadership, I do not yet have the skill of sales, That's why I can't get leads, because I have a leadership— because I have a sales skill gap. The reason I can't get great managers, the reason I keep having churn, bad cultural problems, the reason I can't figure out a comp plan, I can't keep my technicians for anything more than 2 or 3 months, is because I can't get a career ladder. I don't know how to do one-on-ones. These are all skills you can gain. And so take control of your environment and realize that it's all because of you. And so the most freeing thing as an entrepreneur is to realize that your business is capped by you. It's daunting. It's stressful. It's lonely. Yes. But if you actually take ownership of it, it means that you can do something about it to change it. And that leadership constraint, that skill is why many businesses will not get to $2 million. Because at $1, $1.5, you have this master juggler of an entrepreneur that's able to do so many things. They're so efficient, so skilled. But getting to $3, $4, $5 million requires becoming a better leader. So in this event, how do we solve this constraint? How do we gain this skill? A lot of this comes down to getting around great leaders. It's around questioning your own— having the humility to question your own leadership style, realizing that the thing that served you really, really well probably doesn't serve you well now, because in the past you led by example. You went out in the field and did the work. And now there's so many jobs you can't even get in front of all your technicians and show them what good looks like. You have to lead not through example, but from a place of leadership that you don't— you're not on every job site, you're not with every single crew member, you're not able to onboard every single person for 2 weeks individually to make sure that they adopt the culture of the business. So what do we have to do? We have to create systems to be able to take the culture that we want to build and actually make it where it doesn't require us to be in the day-to-day every single day. Having a system for training, having a system for onboarding, having a system for what happens when you have a performance improvement plan, having a system. These are systems that allow us to be able to take the leadership that we have internalized and the skills that we want to adopt and then multiplying them and duplicating them where it's not always relying on us. So that way another general manager could pick up the onboarding process. They could pick up how to improve someone's skills if they're slow out in the field and they're able to adopt that. They're able to train a new technician because it doesn't all just rely on you. But getting in the right room, getting around other leaders, getting around people that are leaders of businesses of size that you want to be at is important. Being around other leaders that are at the same size as you and going through your same struggles, also really valuable, sometimes most valuable, because if someone built a big business, there's a possibility they learned the skill that you need 15 or 20 years ago. And what worked 15 or 20 years ago, specifically when it comes to employees, sometimes doesn't work anymore. And so a lot of times people are like, oh, I can only learn from someone who has a billion-dollar business. Be very careful. They might have solved the problem that you're currently going through 20 years ago, back when mobile phones weren't a big deal. Facebook wasn't a big deal. It was not mainstream. Very different workplace, different types of compensation, taxes. Like everything was different. And so be very careful to think that you can only learn from people that are way ahead of you. This is why I'm a big believer of masterminds, conferences, books, podcasts, to be able to learn from people way ahead in terms of leadership, but also get in the same room as other people that are figuring things out alongside me, because if they figure something out and they can pass it along to me, it's likely that is the most fresh, up-to-date version of the solve for that problem. So this is why for years I've been in masterminds, I've had coaches, I've tried to go to conferences, constantly trying to get around other leaders. All right, we talked about sales as a bottleneck, why you wanna quit, talked about leadership, why you wanna quit. Next one's operations. This is when you feel like Customers are not getting a good experience. You feel horrible about it. There is bad online reviews. Employees are breaking stuff at people's property. You constantly feel like you're letting down the customer and there's low quality. And as you've scaled, you just cannot get your technicians to do the work at the high quality level you did back in the day. Operations, doing the work. You feel constantly the employees are forgetting stuff at the shop. They are constantly making damage cases. Like, what in the world? Why are you doing this? We have trained you better. But there's constant mistakes. You feel like people, like, show up to work sometimes. Other times they call out. Lots of times when people quit, they just don't even give you 2 weeks notice. They're like, hey, I won't be there tomorrow. My keys are at the office. Like, what in the world? My credit card's there. Yep. We'll see you. Like, good knowing you. And you're like, how can I not retain employees? How can I have a high quality standard of work Why is it that if I'm not on the job site, things always go wrong? Customers are unhappy. The crew starts to bicker with each other. They start to slack off. They never are pushing or driving or hustling, and the job takes way longer unless I'm there. The job is going to go bad. This is an operation problem, and it's demoralizing, especially if you care a lot about the customer and doing a good quality job. And ultimately, your name is on the truck. Your name is on the website, your name is on the business, and it affects your reputation. And so it's very stressful when you have an online review and then you get 2 of them in the same day and you're like, my world is falling apart. Like my everything's got to stop and it's stressful and you're just like, forget this. Why do I even have employees? And a lot of times this is where people get stuck somewhere between $250,000 and usually $750,000 in annual revenue. And when they get their first few employees, And they start realizing that it is very difficult to get an employee to care as much about the customer as you do. And so this is where operational systems are required to be able to maintain that quality standard of work without— as you grow, it is constantly deteriorating. This comes down to training checklists. This comes down to loading checklists. This comes down to do you have an actual onboarding program that when they first show up to the job, first day of work, are you just throwing them in a truck with a shirt? Or are you actually going through an onboarding program? What's it look like on their first 30-day one-on-one meeting? Their 60-day, their 90-day? They have a plan in place to be able to get to the next level of their career, be able to have conversations with their manager so they can make more money, so that they can grow inside the organization. This is almost always an operational problem. And this is where at 2, 3, 4, 5, 6 employees, most of the time this is where I see people getting burnt out is because they don't have systems Around operations. They don't have systems for a good compensation plan that rewards high-quality work. People are hustling and working hard all day long, and instead they've opted for a more lazy approach, which is pay by the hour. And they haven't done the hard work of figuring out systems around operations that maintain good quality standards while also maintaining high efficiency. Jobs are getting done on time, on budget. and to a high-quality standard. And so this is the point. If you're beating your head up against it and you're just like frustrated as all get-out and you're starting to think about going back to being a solo operator simply because you just don't believe that anyone's gonna be able to care as much as you, they probably won't. So how can I align the goals of the business with their goals? And so understanding their goals using one-on-one meetings, aligning them with the goals of the business using pay-for-performance comp plans, stages of success, be able to unlock certain benefits at certain times, be able to measure budgeted hours and the efficiency of your crew. These are all operational things that you can do to get past what you're currently feeling, which you label as burnout or being completely overwhelmed or wanting to quit. I understand. I have wanted every single one of these. The only reason I know them is because I felt them at every single stage. I felt what it's like to not be able to get sales. I felt what it's like to be a bad leader and realize that I'm the bottleneck and that's why people are leaving. Operationally, to understand that I don't have systems that actually train up technicians in a way that allows them to do high-quality work. I don't have a comp plan that actually rewards them. I give a dollar more per hour for someone that is literally making the business 3 times as much profit. Crazy talk. And so realizing all of these is what caused systems like pay for performance, profit sharing, a one-on-one meeting system. These are things in operations that I can do to ensure that my technicians do a high quality level of work. At the end of the day, if you don't do quality work in home services, eventually, eventually you'll go out of business because eventually you can't outspend a bad reputation. Eventually you can't spend enough money on Facebook ads or Google ads to keep leads coming in if every single lead you get tells 5 of their friends about how bad you are. They leave bad online reviews. So if you don't have good quality service and operations, the doing of the work, eventually the business runs out of money. Just eventually. It could be 10 years, it could be 20 years if you have deep pockets, but eventually that business will not be able to scale. And so if you're beating your head up against that, it might mean going and looking at an operation that is ran well, where technicians do stick around, where you realize that technicians move up inside the company and then become managers, and then they might even go start their own business. And there's a culture inside the business of excellence, people showing up wanting to improve on themselves every single day, constantly trying to Make their routes more efficient, their jobs more efficient, make more money. They wanna get ahead. Get around those cultures. Talk to those business owners. Talk to the employees and the technicians and the managers in those cultures and figure out what they're doing. And a lot of times they create systems around aligning the incentives of the crew with that of the business. That's operations. Everything from making sure there's good online reviews. Like, I get so many online reviews and then my crew gets none. Wait. Let's align the incentives of the crew with getting more online reviews. Have a bonus structure in place. If any of the customers that they service give an online review, give them $50. These are all things that you start to create systems around to make sure that operations and the quality of the work does not degrade as you scale. All right. Talk about sales being a thing that you beat your head up against and you want to quit. Leadership, operations. And the last one is the hardest. Personal. This one is the most amorphous. It is unfortunately the thing that can pop up when sales is firing on all cylinders, leadership's firing on all cylinders, operations firing on all cylinders. This thing can rear its ugly head, unfortunately, and disrupt everything. This is personal issues. A lot of times the reason entrepreneurs want to quit is because there's personal things that have nothing to do with the business causing them to get depressed, causing them to want to fail and quit, throw in the towel. And there's so much level of stress in their personal life that they can't take any more stress on in their business. And so inevitably they have to give up the business or they want to quit the business. There's thoughts and inclinations to quit the business because the stress that it's bringing, when in reality, in the usual world, if everything was going well, they'd be able to take the business pressure and stress, no problem. But it's when you take that business stress and and this chaos of growing a business and employing people and trying to double the business and get managers and create all these systems and all the things we just talked about— sales, leadership, operations— and then you marry it with personal issues, being super lethargic because you're 70, 80 pounds overweight, going through a breakup or a divorce, going through tension inside the family with kids, with a spouse, with a significant other, with parents. going through mental health struggles. These are all things that make it feel like you should quit the business when in reality it's just personal stuff that becomes a business problem because now you don't want to sell. It's not that you don't have the skill of sales. You don't want to sell because you don't have the mental bandwidth due to the fact that you just got out of a 2-hour fight with your spouse or significant other. It's not that you don't have the skill of leadership. And be able to be a great leader and lead your team is that you have no confidence after having an entire afternoon where all you— you're so lethargic, you can hardly think, so much brain fog. You had a hangover the night before. These are all things that compound. And now we start to question whether or not we should own a business when in reality it's personal issues that have compounded. And the stress the business brings is just the straw that breaks the camel's back. So the employee not showing up Really has nothing to do with your leadership skills, but it's the little thing that is enough after all the personal issues that you've been wading through all weekend. You show up Monday, that issue with the employee happens, and now we attribute the stress of that employee leaving with the stress of the business, and we should— we want to run away. And I understand it. I understand the desire to wanna run away from the things that make you feel inadequate. Or less than, or that you don't have power over. And I make all of these videos, and this video specifically, to let you know that all of these constraints and these things you're hitting up your head against, these are skills and you can learn them. You can learn how to take ownership of your personal health, take ownership of your sleeping habits, Take ownership of your diet, of your workouts. You can do these things. And there are some things in life personally that you will not be able to control. I think of your brain as a bag of chemicals, meaning something can happen. You could be around a carcinogen, you could be around some sort of something in your environment, something could just turn you off and like all of a sudden your brain's just like, it's just a bag of chemicals, it's sensitive. I understand that, especially around mental health stuff. It is so gray, it's so hard to prescribe what to do or not do. But I do know that there are certain things you can do in your personal life to be able to make sure that you've created moats and you've created walls around the personal life, and that's the castle. And by doing so, by having a strong relationship and doing the hard work on it, by having a healthy body, by having a healthy mind and trying to do your best because you can never be perfect. But if you can create systems around your diet and your workouts and your sleep patterns and making sure that you actually control those little things so that when you show up As a leader, when you show up as someone inside the organization that needs to make hard decisions, you do it because you've already woke up that morning and had a hard workout. You've already made the decision not to have the pastry at the gas station, but instead have some eggs at your house. These are the little things in your personal life that you can control. You're not gonna control everyone else. You're not gonna control someone even in your life that has their own personal issues, and then it starts to affect you, and they have their own mental health problems. Problems, depression, medications that they are struggling with, and it then affects you. Sometimes you can't affect— you can't control everything in your circumstance, everything around you. But what you can control, let's make sure we at least control that. We can control what we put in our mouth, like the 24 inches between the table and your face. You can control that. You can control if you work out this morning. You can control if you track these things. You can control whether or not you stay up till 4 AM every single night gaming or drinking alcohol like those usually are not moments you're proud of. And it's unlikely you're going to want to have the next day a ton of motivation and inspiration to do great things, change the business, create systems, hire great people, be a great leader if you've done all those things in your personal life the night before. And so these are the 4 things that cause entrepreneurs to want to quit. They hit their head up against not being able to get sales, hit their head up against not being a good leader, They hit their head up against not being able to have solid operations and high-quality work, and they hit their head up against having personal issues. And there's not a silver bullet to any of them, but I encourage you to take control of your own life and take extreme ownership of what you can control. And there are little small building blocks that will allow you to be able to conquer all 4 of these areas. And so if right now you want to quit, I want you to relabel this as A horrible situation, overwhelm, depression, anxiety, stress. Relabel it as, I feel this way because I do not yet have the skill of sales. I do not yet have the skill of leadership. I do not yet have the skill of operations. I do not yet have the skill to be able to control my personal life, choosing the right friends, choosing the right habits. I don't have that skill yet, but— This is the part where now you take control. But here are the things I'm doing to improve in that area. Here are the things that I'm doing to ensure I do become a better leader. Here's the things I'm doing in my personal life to ensure I am healthier and I can show up as a better CEO, as a better boss every single day. Here's the things that I can do. Here's the books I am reading, the podcasts I am watching. Here's the groups I am a part of. Here's the conferences I am going to in order to be able to become the person that has the skills that will inevitably overcome these obstacles of sales, leadership, operations, and all the struggles personally. So if you wanna quit right now, I encourage you relabel the problem You too can gain these skills, and as you grow the business at every one of those 4 stages, you'll have to reinvent yourself to be able to get to the next stage of business.
