Ready to turn your side hustle into a thriving business? Then don’t miss our next Entrepreneur+ webinar event happening Wednesday, March 26 at 3 PM ET. (It’s free to subscribers — sign up here!) Special guest Hilary Hoffman, founder of SotoMethod, will be sharing the “stealth mode strategy” she used to grow her passion project into a global fitness phenomenon in just eight months.

We spoke with Hilary in advance of the event to get a sneak peek at her inspiring story and her advice for entrepreneurial-minded folks ready to try their own thing.

Please give us the elevator pitch of your business.
My name is Hilary Hoffman and I’m the founder of SotoMethod, an omnichannel fitness company offering both streaming services via our app as well as in-person classes here in New York City. Our method blends cardio and sculpting movements to maximize burn and deliver an efficient, full-body workout—whether you’re tuning in from home or joining us in the studio.

What inspired you to create it?
Before founding SotoMethod, I worked in finance, where long hours and high pressure made it nearly impossible to maintain a consistent fitness routine. When I couldn’t find an efficient workout that fit my lifestyle without sacrificing results, I created one myself. That personal need — combined with my deep commitment to movement and performance — led me to launch SotoMethod in 2021. What started as a solution for myself quickly became something bigger—a method designed to help others integrate fitness into their lives in a way that’s both effective and sustainable.

What was your “aha moment”?
My big “aha moment” came in 2021 when I realized that what started as a side hustle had the potential to be something much bigger. The classes began in my backyard in LA, where I trained just one or two people at a time. Then it grew to five, then ten, and before I knew it, demand kept building. That was the moment I recognized that this wasn’t just a workout—it was filling a real need. I wasn’t just leading classes; I was creating something that resonated with people on a deeper level. That’s when I knew I wasn’t just leaving something behind—I was running toward something with real impact, something that could evolve beyond fitness into its own community and ecosystem.

Sign Up to Ask Your Questions to Hilary in a Live Q&A

What has been your biggest challenge and how did you pivot to overcome it?
One of the biggest ongoing challenges has been ensuring alignment across all of SotoMethod’s channels—balancing the digital platform with our brick-and-mortar presence. The opening of our TriBeCa studio, which started as a pop-up, was a perfect example of navigating uncertainty. We weren’t 100% ready—we had no prior experience operating a studio—but growth isn’t about waiting until you feel fully prepared. It’s about equipping yourself with the right skills, taking calculated risks, and making the leap. That experience reinforced a core philosophy I always come back to: mitigate risk, evaluate the upside, and trust that action breeds clarity.

What does the word “entrepreneur” mean to you?
To me, being an entrepreneur means being obsessed with building something bigger than yourself. It’s not just a job—it’s a mindset, a relentless drive to solve problems, and the willingness to keep pushing forward when no one is watching. I love the quote, “Employee: waits for coffee break. Entrepreneur: forgets to eat.” It resonates deeply because when you’re truly invested, time disappears. You’re not working for a paycheck; you’re building something that matters—something you believe in so much that the usual markers of a “workday” don’t apply.

At the same time, I see a lot of new entrepreneurs chasing scale before they’ve nailed down value. I constantly reference Alex Hormozi’s quote, “New entrepreneurs spend so much time trying to make their offer scalable, they forget to make it valuable,” because it’s a crucial reminder: before you think about how big something can get, you have to make sure it’s worth growing. For me, that meant spending time refining SotoMethod—testing, listening, and improving—before ever thinking about expansion. True entrepreneurship isn’t just about starting something; it’s about making something great and then figuring out how to make it last.

What is something many aspiring business owners think they need that they really don’t?
Many aspiring business owners feel like they need to be everything to everyone, all the time—but that mindset often leads to a diluted message and burnout. Your values and voice should be reflected in your product, and it’s crucial to be intentional about who influences your decisions. Early on, I was selective about whose advice I took and kept much of my initial growth under the radar—an intentional choice that, in hindsight, paid off. Also, there’s a big difference between asking for advice and seeking feedback—advice is often based on someone else’s experience, while feedback is about refining what you’re already building. Understanding that distinction early on will make you a sharper, more strategic entrepreneur as you scale.

What is a book you always recommend?
One book that I often reach for when looking for motivation is The Right Call: What Sports Teach Us About Work and Life by Sally Jenkins. The book discusses how principles from sports can be applied to our decision-making processes in work and life. One of the lessons it delves into is the importance of preparation, adaptability, and learning from failure. Jenkins draws brilliant parallels between athletic experiences and everyday challenges, with insights that have been incredibly valuable to me as I’ve grown my business. The book has also guided me in building a mindset that is competitive but collaborative – a balance I believe all great entrepreneurs try to strike.

Is there a particular quote or saying that you use as personal motivation?
Since launching Soto, I’ve kept this Damian Lillard quote as the background of my phone: “If you want to look good in front of thousands, you have to outwork thousands in front of nobody.” It’s a reminder that the work that matters most is the work no one sees. It’s easy to celebrate the big moments, but they don’t happen without the hours spent refining, problem-solving, and pushing through when no one’s paying attention. For me, that’s what built Soto—not a single breakthrough, but the commitment to doing the work when it would have been easier to stop.

South Korean-based Hyundai announced a $20 billion investment in the U.S., CNBC reported.

President Donald Trump made the announcement alongside Hyundai Chairman Euisun Chung and Louisiana Gov. Jeff Landry at the White House on Monday.

The investment includes building a $5 billion steel plant in Louisiana that’s expected to add around 1,500 jobs.

Related: Softbank CEO Masayoshi Son Announced a $100 Billion Investment in the U.S.

It’s the latest in a series of U.S. investment announcements.

“Money is pouring in,” Trump said at the event. “This investment is a clear demonstration that tariffs very strongly work.”

Axios recently reported that Hyundai Motor CEO José Muñoz said the best way his company can “navigate tariffs” is to “increase localization.”

Meanwhile, Johnson & Johnson (J&J) announced on Friday that it will invest more than $55 billion in the U.S. over four years, including building four new manufacturing plants, a 25% increase in investments compared with the four years prior.

Related: What Is Stargate? OpenAI, Oracle, Softbank, and President Trump Team Up for $500B AI Infrastructure Initiative.

“Our increased U.S. investment begins with the ground-breaking of a high-tech facility in North Carolina that will not only add U.S.-based jobs but manufacture cutting-edge medicines to treat patients in America and around the world,” J&J Chairman and CEO Joaquin Duato said in a statement.

Moreover, last month, Eli Lilly and Co., a rival of J&J, announced it intends to build four new factories in the U.S. and bring 10,000 construction jobs along with 3,000 jobs for engineers, scientists, operations personnel, and lab technicians.

Snap CEO Evan Spiegel, 34, has one piece of advice for anyone looking to be an entrepreneur: Don’t be afraid to be creative.

“I think one of the most important things today is really nurturing creativity,” Spiegel said in a recent episode of The Diary of a CEO podcast with Steven Bartlett. “I think creativity is really the X factor, certainly in the age of AI.”

Spiegel said that the one trait he would advise any entrepreneur to develop is their creativity — and not by building apps like Snapchat either.

“We’re all born creative,” Spiegel said. “It’s only over time I think that we stop practicing that ability or we become fearful of expressing ourselves. And I think that can be overcome.”

Related: ‘Maybe We Do Need Less Software Engineers’: Sam Altman Says Mastering AI Tools Is the New ‘Learn to Code’

According to Spiegel, fostering creativity could take different forms, like pursuing art. He gave the example of his oldest son, 14-year-old Flynn, who loves to draw but doesn’t see a career in art as his future. Spiegel said that drawing was not a waste of time for Flynn but rather one path to creativity that allows him to exercise his creative muscles and visualize something other people don’t see.

Drawing is “one way, one tool, one skill, that he can use to express what’s in his brain,” Spiegel said.

^{Evan Spiegel. Photo by Neilson Barnard/Getty Images for Vanity Fair}

Spiegel co-founded Snapchat in 2011 while studying product design at Stanford. He dropped out of the university in 2012 to focus on Snapchat full-time, building it into a multi-billion dollar business. In 2016, Snapchat changed its corporate name to Snap to reflect the expansion of its business into products like video-enabled sunglasses.

The company went public in March 2017 with a market cap of about $33 billion, about the same number as Marriott and Target, at the time. Snap had a market cap of about $16 billion at the time of writing, comparable to Best Buy and Domino’s.

Related: Snap Inc. to Cut 10% of Total Global Workforce in ‘Difficult Decision to Restructure’

Though its market value may have declined, Snap has more users than ever. Last year, the company’s daily active users grew by 9% year-over-year to reach 453 million.

Other social media companies, like Meta, have much higher market values; Meta was valued at $1.5 trillion at the time of writing.

Hyper-growth is exhilarating — the pace, the scale, the market dominance. It’s what every founder and investor dreams of. However, as companies in AI, Web3 and other frontier industries double and triple their headcount within a year, there’s one major question that doesn’t get enough attention: When does a company actually need real people processes?

We’ve seen this story play out before. Southeast Asia’s tech industry has exploded over the past decade, with companies like Grab, Gojek and Sea Group scaling aggressively. But for every success story, there have been growing pains — layoffs, cultural breakdowns and leadership churn. And now, we’re watching history repeat itself in AI and Web3 as hyper-growth companies find themselves in a race to not only build great products but also build great organizations.

Related: Looking Inward to Grow Outward: 5 Keys to Managing Human Capital Through Hyper-Growth

The cost of ignoring people processes in hyper-growth

In the early days of a startup, culture is organic. Everyone is scrappy, decisions happen fast, and the org chart is more of a suggestion than a structure. However, when a company grows from 50 to 500 employees in a year, that doesn’t scale. The biggest mistake founders make is assuming that what worked at a smaller size will continue working as they 10x their team.

Look at what happened with some of Southeast Asia’s biggest unicorns. Grab and Gojek had explosive growth, but as they expanded into new markets, they had to rapidly professionalize. Grab brought in seasoned executives to help scale operations, while Gojek had to integrate multiple acquired companies under one culture. The common theme? Scaling without a people strategy leads to inefficiencies, morale issues and, in some cases, public blowback.

In the AI sector, we’re seeing similar challenges today. OpenAI has dominated the conversation with its rapid growth, but internal tensions surfaced when leadership changes created uncertainty about the company’s direction. As AI companies hire aggressively, they need to think about how to maintain a sense of mission, alignment and structure. Otherwise, they risk turning into a collection of siloed teams instead of a cohesive company.

Web3 has its own version of this. DAOs and decentralized projects champion flexibility and autonomy, but many have struggled to maintain consistency as they scale. The lack of formal processes has led to governance disputes, leadership vacuums and difficulty in coordinating large teams. The challenge isn’t just building a great product — it’s creating an organization that can sustain momentum over time.

When to introduce real people processes

The transition from “move fast and break things” to “move fast but do it sustainably” doesn’t happen overnight. However, there are clear inflection points where hyper-growth companies need to start thinking seriously about people processes.

One of the biggest signals is leadership bandwidth. In the early days, founders can directly manage culture and decision-making, but once a company scales past 100-150 employees, leadership needs leverage. That means introducing clear roles, defining responsibilities and ensuring that teams aren’t just growing in size but also in effectiveness.

Another key moment is when decision-making slows down. If hiring has outpaced internal structure, teams start spending more time figuring out who owns what instead of executing. This is where companies need to introduce clarity — whether it’s through structured onboarding, leadership training or simply better internal communication.

Related: This Entrepreneur Took His Startup to the Next Level and Hated It

Lessons from companies that got it right

Scaling isn’t just about adding people but ensuring the right people are in the right roles and working effectively together. Companies that successfully navigate this transition don’t just react to growth; they anticipate it.

Take Sea Group, the parent company of Shopee and Garena. As it expanded, it invested heavily in structured leadership programs and internal training. This helped the company maintain a strong pipeline of talent, ensuring that as the company grew, its leaders were equipped to handle increased complexity.

Stripe is another example. Even as it grew into a global payments powerhouse, it maintained a strong focus on hiring alignment. The company famously keeps a “Stripe Press” where internal knowledge is documented to ensure consistency across teams. This is a prime example of how growth-stage companies can maintain operational cohesion even as they scale rapidly.

In AI, companies like Anthropic are taking a more structured approach from the start. Instead of hiring recklessly, they’ve been intentional about how they build teams, ensuring alignment between research, engineering and business functions. This might slow down short-term hiring, but it pays off in long-term efficiency.

How growth-stage leaders can build sustainable organizations

For founders and leadership teams in fast-scaling industries, the goal isn’t to slow down growth — it’s to make sure growth is sustainable. That means making a few key shifts in how they think about people and organization-building.

First, invest in leadership early. One of the biggest reasons startups struggle at scale is because their leadership teams aren’t prepared for the next stage of growth. Formal leadership training, executive coaching and structured mentorship programs aren’t just for corporate giants; they’re crucial for startups entering hyper-growth.

Second, define culture explicitly. Many companies wait too long to codify their values, assuming they’ll naturally scale with the company. But culture doesn’t just happen — it’s built. Growth-stage companies should document what they stand for and ensure those values are reinforced in hiring, performance management and daily decision-making.

Third, balance autonomy with structure. One of the biggest fears in fast-moving industries like AI and Web3 is that too much process will slow down innovation. However, the best organizations find ways to introduce structure without killing creativity. It’s about setting guardrails, not bureaucracy.

Related: How to Navigate High-Growth Environments and Boost Revenue Through Visionary Leadership

Lastly, embrace operational excellence as a competitive advantage. Companies that invest in clear roles, efficient collaboration and knowledge sharing aren’t just avoiding problems but setting themselves up to win. The best talent wants to work in organizations where they can move fast without chaos. The companies that get this right will be the ones that attract and retain the best people.

The next wave of AI, Web3 and frontier tech companies are in the middle of their hyper-growth moment. But the ones that become true market leaders won’t just be the ones with the best products or the most funding — they’ll be the ones that build organizations capable of sustaining that growth.

This Side Hustle Spotlight Q&A features Marisa Risden, 32, of Denver, Colorado. Risden has built a flexible, thriving business completing traditionally male-dominated jobs on Taskrabbit. Responses have been edited for length and clarity.

^{Image Credit: Courtesy of Taskrabbit. Marisa Risden.}

What was your day job or primary occupation when you started your side hustle?
Before Taskrabbit, I spent nine years in public service as a 9-1-1 dispatcher, a role that strengthened my ability to problem-solve under pressure, communicate clearly and build trust with people in high-stress situations. While I found the work meaningful, I wanted a new challenge that provided flexibility and the opportunity to apply my skills in different ways.

Related: Most People With Side Hustles Are Confused About Taxes — and Some Make a Very Expensive Mistake. Are You One of Them?

When did you start your side hustle, and where did you find the inspiration for it?
I moved out west in 2020 and, in 2022, discovered Taskrabbit as a way to take control of my schedule and leverage my existing expertise. My parents owned a construction company, and my mom instilled in me the belief that I could learn and do anything I set my mind to. Long before DIY became a trend, she was tackling home improvement projects herself, showing me firsthand that women can do anything! She made sure I knew how to use power tools, paint and take on home projects with confidence. What started as a way to apply those skills soon evolved into a specialized business offering advanced mounting and minor electrical work, combining technical precision with problem-solving to deliver high-quality installations for my clients.

What were some of the first steps you took to get your side hustle off the ground?
Initially, I focused on projects within my skill set, but as I gained experience, I expanded into more technical services like electrical fixture installations and advanced mounting — tasks often assumed to be dominated by men. Taskrabbit has allowed me to establish a highly rated, in-demand service business where repeat clients trust me for precision, reliability and expertise.

Related: How Can You Use AI to Start a Side Hustle? These Are the 10 Best-Paying Ones Right Now.

If you could go back in your business journey and change one process or approach, what would it be, and how do you wish you’d done it differently?
Two things stand out: Optimizing my scheduling. Early on, I wasted a lot of time driving back and forth between Denver and Boulder for multiple tasks in a single day. Now, I proactively ask clients if they have the flexibility to switch time slots with others, allowing me to streamline my route. Learning to ask for adjustments has been a game-changer.

I’d also be more cautious with plaster walls. When I first started, I didn’t realize the potential health risks of drilling into plaster, particularly in older homes where asbestos may be present. Plaster was commonly used before the 1970s, and exposure to asbestos dust poses health risks. Now, I always wear an N99 drywall mask regardless of the material I’m working with — there’s a lot of harmful stuff in construction materials that I’d rather not breathe in.

When it comes to this specific business, what is something you’ve found particularly challenging and/or surprising that people who get into this type of work should be prepared for but likely aren’t?
One of the most overlooked challenges is asking the right questions upfront. The more information I gather before a task — such as wall type, client expectations and any potential obstacles — the smoother the job goes. This also helps avoid unnecessary trips to Home Depot mid-task for a unique tool or hardware.

Can you recall a specific instance when something went very wrong — how did you fix it?
As with any hands-on work, you never truly know what you’re up against until you get to the task and evaluate what you’re working with. Scoping the task ahead of time can only get you so far; surprises can and will inevitably happen. What sets me apart is my ability to pivot and problem-solve on the spot. Throughout my years of tasking, I’ve found that my commitment to precision and triple-checking my work before executing has been integral to preventing mistakes. And, of course, by performing every task with that same non-negotiable commitment, I’m able to ensure that my work is done right every time and, most importantly, that my clients are satisfied.

Related: This Husband and Wife’s ‘Happy Accident’ Side Hustle Hit $467,000 Revenue Fast — Now It Makes Over $1 Million a Year: ‘We’re Scrappy’

How long did it take you to see consistent monthly revenue? How much did the side hustle earn?
When I first started, I had no reviews and set a lower hourly rate to build demand. I took on every task available, working long hours to gain momentum. Within a month or two, I was consistently booked, and by the third month, I had a clear idea of my income potential. Initially, I made around $2,000 per month, working what felt like 24/7. But that hustle paid off; I built my reputation, gained hundreds of reviews and referrals and was able to scale my business significantly in a relatively short period of time. Now, I’m able to enjoy a work-life balance with my expertise fetching a more substantial hourly rate, and I’m able to schedule time off to appreciate my hard work.

What does growth and revenue look like now?
Taskrabbit has been a valuable source of income that I’ve been able to scale up or down based on my goals over the last three years. At times, I’ve worked full-time, completing 40-45 tasks per month, which equates to 70-80 hours of work. The platform provides the flexibility to take on as much or as little as you want, making it a great option for those looking to build a business on their own terms. I’ll typically earn around $3,500-4,500 a month when I’m working “full-time” at 60-80 hours a month.

How much time do you spend working on your business on a daily, weekly or monthly basis?
Taskrabbit operates on a client-request model, meaning I don’t always know what my week will look like in advance. I usually mark myself as available and wait for bookings. Unlike a traditional job with set days off, I structure my downtime around my bookings. For example, if I only have a morning task scheduled, I might take the afternoon off to meet friends or enjoy a relaxed day off. Seasonal demand also plays a role — busy periods like Amazon Prime Day, Black Friday and the holidays bring in more tasks. My marketing primarily happens through word-of-mouth and client referrals. The game-changer for me was when I started asking for reviews every time before leaving a task — the majority of my clients don’t mind taking a few minutes to share their experiences.

What do you enjoy most about running this business?
I love seeing a project through from start to finish, but my clients are the real reason I enjoy this work so much. I’ve had the chance to meet and help so many incredible people, and I take pride in making their lives easier. Nothing beats a happy client who refers a friend because they had a great experience with me.

Related: These Friends Launched Their College Side Hustle in Just 1 Hour — Then It Hit 6 Figures a Month: ‘It Was a No-Brainer’

What is your best piece of specific, actionable business advice?
Specifically for women interested in similar work, my advice is:

1. Start within your comfort zone but push yourself to grow — learning new skills has allowed me to take on higher-value tasks.

2. Invest in quality tools — having the right equipment makes any job more efficient and professional.

3. Professionalism sets you apart — clients prioritize expertise, communication and reliability over anything else.

4. Don’t be intimidated: Just get started. Every expert was once a beginner, and the best way to build confidence is through hands-on experience. Skills can be learned, but determination, problem-solving and a willingness to figure things out as you go will take you far.

Take every opportunity to learn because even small jobs matter. Smaller tasks build confidence, refine your skills and lay the foundation for bigger opportunities. Every job teaches something new, and the more experience you gain, the faster you’ll grow into higher-value work.

Looking for a profitable side hustle but not sure where to start? Money Makers is a free newsletter providing helpful tips, ideas and action items to build your own lucrative venture — delivered straight to your inbox. Sign up here.

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Think about Uber, Google and countless individuals building their own sales funnels and business modeling. As the global economy breaks apart, entrepreneurship is the one thing that is going to save us all from crumbling down as a society.

Governments are divided along party lines, many multinational firms prefer short-term gains over long-term innovations and archaic systems face new problems they are ill-equipped to deal with. The truth is we are going to increasingly rely on entrepreneurs — uniquely imaginative, resourceful and flexible, as they will ultimately be our path to survival and recovery.

The disintegration of conventional structures

Economic systems that once seemed unshakable are faltering under unprecedented pressure. Political division has caused the public’s trust in the government to decrease, and there has also been outrage caused by worsening economic inequality. Institutions that were built years back struggle to cope with the dynamic threats posed today. Reliance on these systems and communities is increasingly risky.

However, it is worth noting that entrepreneurs do well in chaos because they are able to spot new opportunities quickly. They think of creating where everyone else sees the condition as a daunting problem or a hindering force. They take calculated risks and lead where imagination and determination are needed most and possibly always come out victorious.

Related: Entrepreneurs Drive the Economy — But Are We Doing Enough to Support Them?

Nudging the economy toward stability: The role played by entrepreneurs

Entrepreneurship involves more than just coming up with a simple business — rather it fuels growth and stability made possible by innovation. A simple example of this is looking at how local economies always tend to rely on small businesses to create jobs and promote the local community. Statistics show that small businesses in America alone account for 44% of the market as a whole, and being decentralized ensures that the economy is capable of withstanding shocks without collapsing.

Entrepreneurs have their own methods of addressing systemic economic problems. For example, numerous clean energy startups are doing their part in combating climate change and building long-term sustainable industries for people to thrive. Similarly, startups in the healthcare and biotech industries are filling the gap for problems others ignore. Economic stability for countries can be achieved because these people step up as entrepreneurs and fill gaps left by existing traditional systems.

A new perspective on individualism

Entrepreneurs have earned the common perception of being business risk-takers however there is more to an entrepreneur than that. They do not fear taking risks but instead, focus on balancing ambition with pragmatism. This is very important as these risks come with a business and must be handled correctly. To them, the fear of the risk associated with waiting for a pre-existing system to work is higher. They understand that challenging the status quo is what brings about profit and a competitive edge for them.

Consider fintech entrepreneurs, for example, those providing innovations that service the unbanked thus expanding the scope and meaning of true financial inclusion. For example, innovations like blockchain technology tremendously help millions, especially in countries where the economy is still developing and traditional financial systems are unable to cater to everyone.

Related: 8 Reasons Why We Need Entrepreneurs Now More Than Ever

Revolutionary entrepreneurs and the corporate giants: An everlasting conflict

For a long time, governments and large organizations have viewed entrepreneurs as competitors. This is an old-school way of thinking; instead, they should disregard the perplexities of the competitive nature associated with entrepreneurs and instead initiate policies that aid in fostering the entrepreneurial spirit. They should provide access to real-world education and a vast array of capital — because, now more than ever, suppressing the drive to innovate is a mistake.

The right way forward is to embrace entrepreneurship. Estonia, for instance, offers an e-residency program that allows innovators across the globe to set up a business in Estonia without actually living there. This program has instigated a strong relationship between entrepreneurship and economic resilience. Allowing entrepreneurs to tap into and try solving problems such as decentralized health care and more importantly, digital identity can prove to be a game changer.

Entrepreneurs as the ultimate problem solvers

Entrepreneurs have forever been problem solvers at heart. They do not just create economic tools for businesses but often look for weaknesses or problems within an existing system and rectify them. This ultimately results in boosting the nation’s wealth and potential to flourish.

In Australia, entrepreneurs have tackled the growing waste crisis by creating innovative solutions that turn landfills into opportunities. Take Joost Bakker, for example, the creator of the Future Food System house, a fully sustainable, zero-waste home in Melbourne. The project not only showcases a circular approach to food, waste and energy but also demonstrates how entrepreneurial ingenuity can address pressing environmental issues while inspiring communities.

By integrating vertical gardens, aquaponics and renewable energy sources, Bakker has proven that sustainable living isn’t just theoretical — it’s actionable. Initiatives like this highlight the transformative power of entrepreneurial thinking and its ability to drive progress toward a cleaner, more sustainable future.

Related: How To Use Entrepreneurial Creativity For Innovation

Takeaway

Entrepreneurship can be the most potent weapon in enabling society to remain economically stable, but its importance should be addressed. To address and tap into the benefits of entrepreneurship, the focus should be shifted towards reform in the education sector aimed to foster an entrepreneurial aptitude, and the structuring of policies that will facilitate and encourage innovation.

Everyone including the government, private entities, alongside society at large, must acknowledge and adjust to this new shift. Making the economy resilient is not a matter of following orders and policy, it’s a revolution that must come from the foundation of the society — through brave individuals who are prepared to take risks and create to revolutionize. The future success of our economies, and society as a whole, will depend on such entrepreneurs sooner rather than later.

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While there are many “small business 101” courses online, few capture the nuances and complexity of running a small business from scratch. You might learn the essentials (like how to file for an LLC or how to manage your books) but miss the most critical component: how to master the mindset of a successful business owner.

This is where books make up for where online courses and blogs leave off, diving deep into the psychology of starting a venture of your own, the positioning to attract customers, how to price your services and more.

Here’s some essential reading for any current (or aspiring) small business owner looking to enter entrepreneurship with confidence and focus.

Related: 5 Books That Paved My Path to Entrepreneurial Success

The Go-Giver by Bob Burg

Bob Burg is the bestselling author of many books on business, sales and leadership, such as The Art of Persuasion and Endless Referrals. He has a knack for not only explaining the strategies needed to start and run a successful business but also the psychology behind being a confident entrepreneur.

In The Go-Giver, Bob Burg tells the story of an ambitious “go-getter” named Joe. Joe works tirelessly but seems to only get farther from his goals. With the guidance of a legendary consultant named Pindar, Joe is tasked with shadowing several successful entrepreneurs: a restaurant owner, a CEO, a real estate broker and others. These new mentors teach him that the key to success is to shift his focus from getting to giving by putting other people’s interests first.

This mindset shift leads to unexpected returns — and many valuable lessons for the reader. Through the Five Laws of Stratospheric Success, Burg teaches readers how to find fulfillment by giving more and taking less. As a small business owner, you’ll gain insights on how to provide value to customers, market your services and much more.

Buy Back Your Time by Dan Martell

As a small business owner, time is your most valuable resource. Between promoting your products, hiring a team, managing your finances and creating marketing materials, it’s easy to watch the day get away from you. In Buy Back Your Time, author Dan Martell helps entrepreneurs regain control of their time, master their calendars and achieve greater productivity.

Martell shares several strategies for “buying back” time by delegating, outsourcing and automating tasks. This includes the “Buyback Principle” of employing help to manage the more menial tasks of your day-to-day so you’re better able to focus on revenue-generating activities. Buy Back Time also shares practical yet impactful tips for how to avoid burnout, prioritize tasks, generate more sales and scale your business. The result is a better work-life balance, happier employees and a more sustainable business.

Related: I Built a Billion-Dollar Company With the Help of These 19 Business Books

Chillpreneur by Denise Duffield-Thomas

Chillpreneur is the must-read guide for entrepreneurs who want to work smarter, not harder. Author Denise Duffield-Thomas encourages readers to adopt a “chill” approach to business: striving for success without intense effort or stress. She turns “hustle” culture on its head, assuring small business owners that it’s possible to run a financially sustainable business without compromising time (or sanity).

Duffield-Thomas’s take on entrepreneurship is one that’s focused on freedom and abundance rather than restriction and scarcity. As a money mindset coach, she shares an approach for building a business that aligns with your unique personality and skills, as well as financial goals.

In addition to money mindset strategies, the author shares practical tips on how to earn more while working less, master the marketing fundamentals, establish your prices and even overcome awkward money situations. Duffield-Thomas offers a fresh perspective on how to grow a business — not by “grinding” your way to success, but by finding balance and enjoying the journey.

The E-Myth Revisited by Michael E. Gerber

The E-Myth Revisited is the updated version of Michael E. Gerber’s original book, The E-Myth, recounting what NOT to do as a small business owner. The book tackles many misconceptions about starting a small business.

One such misconception is that technical expertise alone is enough to run a successful company. Gerber explains that many entrepreneurs mistakenly believe that being good at a specific skill — whether it’s baking, plumbing or graphic design — automatically translates into the ability to run a business. He refers to this as the “Entrepreneurial Myth” or “E-Myth.”

The book explains that successful entrepreneurs need to step into both their roles as technicians and leaders/managers. This includes building systems and processes that ultimately result in a more efficient, financially sound business. Furthermore, Gerber provides practical advice on how to work on the business rather than just in it, empowering small business owners to find more fulfillment and economic success.

This updated edition is a great resource for any entrepreneur looking to grow their business without burning out or overloading themselves with technical tasks.

Related: 7 Books to Help You Build a Better Business

Measure What Matters by John Doerr

When it comes to practical matters, Measure What Matters is your guide. This book explores the power of setting tangible goals and establishing your objectives and key results (OKRs) to measure success. In it, author John Doerr provides a step-by-step framework for setting business milestones, measuring results and achieving your financial goals.

Doerr relays how today’s most notable companies — like Google, Bono and the Gates Foundation — have achieved success by “measuring what matters.” In other words, they focus on the activities that are most likely to move them toward their business objectives. The lesson is that small businesses can do the same, clearly defining their goals and measuring results so they can stay focused on what truly matters.

Through real-world examples, Doerr shows how OKRs can help small business owners prioritize tasks, stay agile and achieve scalable growth.