Building a business is an exciting but often unpredictable journey. Some months, you’re riding a high, seeing growth and momentum; other months, things slow down, leaving you stressed and questioning your financial stability. But, as a Hispanic entrepreneur, this rollercoaster can be a silent weight, a voice in your head that sometimes speaks through your partner, your parents or friends, reminding you that results are still pending. But mostly, it’s your own voice.

Let’s be honest: Inconsistent cash flow is a huge challenge. There is no way to find financial peace when you feel like you’re on top of the world one month, and the next, you’re staring at your expenses, wondering how you’ll cover them. This inconsistency affects more than your bank account; it seeps into your peace of mind, making it difficult to plan for the future.

I know you’re eager to make it work despite sometimes thinking that sacrificing your payment each month would be sufficient. Still, in my experience, there isn’t enough guidance that speaks directly to the challenges we face as women of color and Hispanic entrepreneurs. When I started, resources were scarce, and running a business while striving for financial stability was even more challenging without a strategy that considered who I was as a person, my beliefs, my inner limitations and the strategic way to get there. I made mistakes that delayed my financial stability. But through those setbacks, I learned lessons that helped me navigate toward success — lessons that can help you avoid the same pitfalls and get there faster.

After all, we all benefit when this information is shared. For example, Latina entrepreneurs represent 16% of all women-owned businesses in the U.S. and have generated over $65 billion in revenue in a single year. Imagine how much more we could accomplish if we had access to the right tools and insights from the very beginning.

Let’s dive into the three biggest mistakes that can derail your financial stability — and, more importantly, how to avoid them.

Related: How My Hispanic Heritage Fueled My Journey as an Entrepreneur and Leader

Ignoring the importance of financial education as a business owner

We’re making progress in financial literacy as a society. Still, when you step into entrepreneurship, a whole new level of financial education is required, which many of us didn’t grow up learning or even seeing, yet it is so crucial. Consider that for most of our lives, we’ve operated from the consumer’s perspective; we have managed our finances and reacted to money from the “buying” side, looking at how to maximize the amount of money we have (discounts, sales, promotions, lean budget, zero expenses, etc.). But when you’re a business owner, you must master the “selling” side. It’s a whole new mindset that demands a deeper understanding of how money flows.

For instance, understanding cash flow, the art of pricing, how to negotiate, tax planning, retirement and investment strategies are no longer a good thing to have but an essential step if you want to grow as a business owner. If you’re not actively learning about these areas, you’re limiting your growth and putting your business at risk. Avoid falling into the trap of as long as you are bringing in revenue, you’ll be fine because it’s not just about money coming in; it’s about how that money is managed, reinvested and sustained.

How to avoid it:

Start prioritizing financial education immediately. Find resources that cater specifically to entrepreneurs. Take courses, attend workshops or find a mentor who can guide you in business finance. Knowledge in this area will give you the power to make better decisions and accelerate your path to stability.

Related: The Financial Literacy Basics Entrepreneurs Need to Know

Carrying shame and guilt about earnings

For many of us, especially in the Latin community, there’s a deep-rooted cultural discomfort around money. We grow up hearing messages like “Get money, but not too much that will make you a bad person,” or that talking about money is rude, but we also have been taught to hold with much grace, implying to keep our ambition in check. These messages often translate into subconscious habits with money and feelings of shame or guilt, especially when we start earning more or see financial success in our businesses.

I remember vividly feeling guilty about charging what my services were worth. It took me a long time to realize that this mindset was sabotaging my financial well-being, and it was rooted in the undressed beliefs and feelings I grew up with.

How to avoid it:

It’s time to reframe your relationship with money and directly question and shape your beliefs, ideas and feelings around earning and managing money for your financial growth. Financial independence and wealth allow us to create opportunities for ourselves and our community, so there is no space for feelings like shame and guilt in our path.

Surround yourself with people who reinforce this belief and help you build confidence in your earning potential.

Related: ‘Finances Fuel Life Goals.’ These Top Money Secrets Can Make You Happier and More Successful, According to an Expert.

The disconnect between identity and money

As a Latina entrepreneur, you may also experience a conflict between your cultural identity and your financial goals. Many of us were raised with the values of community and collective well-being, which can sometimes feel at odds with personal financial success. We may fear that pursuing wealth will distance us from our roots or make us seem less connected to our culture.

This disconnect can hold you back from fully stepping into your role as a business owner. I’ve seen this tension in myself and others, the feeling that if we become too successful, we might somehow betray our upbringing. But that’s simply not true.

How to avoid it:

Financial success is a cultural win, and the more images and examples we have walking the path, the more normal it would be for those to come to replicate and make new standard ways of being with financial independence.

You can be deeply connected to your heritage — and I strongly encourage you to do that — while also building wealth. Embrace your identity as part of your entrepreneurial journey and let it fuel your success.

In an era where artificial intelligence increasingly permeates our digital landscape, distinguishing between human-crafted prose and machine-generated text has become both a crucial skill and a fascinating challenge.

Did your eyelids get heavy reading that sentence? You have generative AI to thank.

I asked my AI companion, Claude, to write an intro, and, on cue, it spit out a classic piece of AI hawk tuah.

With all due respect to Claude, because we get along pretty well, your writing can be as dry as last night’s chicken.

And I can’t tell you how hard I tried not to ask you for ten better analogies than that.

But let’s dissect that first sentence for a second because it possesses many telltale signs that a robot wrote it. Here are a few:

1. “In an era,” AI likes to start all intros like it’s narrating a movie trailer. Some other favorites: “In the fast-paced environment of” and “In today’s world.”

2. AI loves it some adjectives, especially compound adjectives with hyphens like “human-crafted” and “machine-generated.” It just can’t get enough of those thought-provoking descriptions.

3. Complex sentences are AI’s jam. It can never just be one thing with AI “Crucial skill” alone won’t do. Oh no, it also has to be a “fascinating challenge.”

Ernest Hemingway, AI is not.

Related: How Can AI Help in Content Creation?

Artificial flavoring

I’ve been working with AI long enough to spot its sneaky ways, its tendencies, its patterns, its likes and dislikes.

Inadvertently, I’ve become somewhat of an AI profiler, hoping to track it down like a sociopath before it suffocates its next bit of prose.

If this writing thing doesn’t work out, there may be a job for me in the AI Behavioral Analysis Unit. (Btw, Grammarly just informed me it didn’t like the construction of that last sentence. Cram it Grammarly, this is my article.)

How did I get here?

Over the past few months, I’ve been taking a “deep dive” (one of AI’s favorite phrases) into generative AI to prep for an online class I’m teaching on Sunday, October 20, called: Meet Your New Writing Partner: Generative AI

The masterclass will offer tips on using AI to make your writing process more productive, creative, and efficient.

And guess who just wrote that complex sentence?

Now, it may be counterintuitive that I’m teaching a class about a technology I love to hate. But here’s the rub—for all its annoyingness, generative A.I. can be super helpful.

To use one of AI’s favorite words: It’s invaluable.

Think of it as hiring a very smart intern who just graduated from Duke to be your assistant. They know a lot and are fast learners— but they need direction.

In the class, I will teach you what I’ve learned to make AI my very smart intern from Duke.

What I won’t do is teach you how to make AI your writer. Why? Because it’s not there yet. It may be there one day, but it has some serious habits it needs to break.

I suspect many professional editors and teachers have read enough good human writing over the years to spot a fraud. Others may know something smells off but aren’t sure if it’s them or something rotten in the fridge.

So, to give you a head start, here are some surefire AI giveaways

Related: The AI Detector Dilemma

AI Be Like

1. Power words

Sometimes, I think AI was trained by the head of marketing at Nike. It seems to revel in using the advertising-speak that infiltrates popular media but that no one ever uses in real life.

Words to be aware of/beware of:

• Revolutionize

• Game-Changing

• Innovative

• Groundbreaking

• Testament to

• Elevate

2. Metaphorical Words

AI so badly wants to be evocative. It yearns to speak in a way that touches the heart of its readers through vivid imagery. It’s the Tin Man looking for a heart. Look out for words like:

• Tapestry

• Mosaic

• Patchwork

• Symphony

• Collage

3. Clever Wordplay

Little known fact: AI was trained by joke book writers for 4th graders and Cosmo coverline writers from 1996. It loves to string together punny sentences, especially when it’s crafting headlines. It’s obsessed. OBSESSED with putting colons in long headlines, a practice that hasn’t been popular in newsrooms for 20 years.

Ask it to give your story a headline, and it will default to something like:

4. Terrible transitions

I get it. Most writing is plagued with awkward transitions, and they’re often one of the first things I have to edit when I’m working on a story. AI knows this, but it’s less certain how to fix it. You know AI is at work if you’re reading a story and suddenly get struck in the forehead by a clunker such as:

• Moreover

• Furthermore

• In addition to

• Conversely

• Nevertheless

• Therefore

5. Term paper conclusions

Just as AI likes to begin every story with “In a world,” it also enjoys telegraphing from miles away when you’re reaching the end of a story. It’s like it never graduated from high school English.

• In conclusion

• In summary

• Finally

• By and large

• On the whole

• Ultimately

6. Tech bro speak

Perhaps because it was created by tech bros, AI sounds a lot like a conversation you might overhear in a Silicon Valley boardroom. Tech bro speaks seeps into everything I ask it to do. Words such as:

• Leverage

• Pivot

• Holistic

• Resonate

• Enrich

• Navigate

• Multifaceted

• Testament

7. Makes simple words complicated

In AI land, “use” always has to be “utilize;” “important” has to be “critical.” For a chatbot, AI is a lot more formal than chatty and conversational. Here are some words it uses that nobody has ever said out loud:

• Delve

• Endeavor

• Crucial

• Insights

• Systemic

• Comprehensive

• Inherent

In conclusion, as long as readers want to stay awake while reading, writers are in no immediate danger of losing their jobs.

But writers who ignore AI or think it will go the way of Bitcoin are kidding themselves. That’s like refusing to trade in your typewriter for a computer or, a hundred years ago, insisting on using a quill and ink instead of a ballpoint pen.

AI will outlive us all. The issue is how to make it our companion and not our competitor.

Sign up for the “Meet Your New Writing Partner: Generative AI” workshop

Property management software is a fantastic way to increase revenue, not only by automatically instating late fees and allowing tenants to pay the way they choose but also by providing a method of preventing certain types of nightmare tenants.

A nightmare tenant is one who directly impacts your ability to make a profit. Here are some common types of nightmare tenants and the steps you can take to avoid them.

Related: Looking for the Perfect Tenant? Seek out These 6 Traits!

The types of nightmare tenants to avoid

Some of the most common landlord nightmares are those that involve some kind of bad tenant who is eating into your potential profits. We aren’t talking about an upstairs neighbor who tap dances or someone who is constantly doing construction next door — real nightmare tenants are those who cut into your bottom line.

Here are a few nightmare tenants to keep an eye on.

Tenants who don’t pay rent:

The first and most dangerous of the nightmare tenant types is the tenant who does not pay their rent. This tenant directly impacts your ability to collect rental income and makes meeting your monetary goals much more difficult.

Nonpaying tenants are occupying your property while in direct violation of your lease agreement. While it seems like it should be easy to evict someone who refuses to fulfill their rental agreement obligations, it is not always so black and white.

States vary in regard to their eviction proceedings, and it’s crucial that you do not take steps to evict the tenant on your own by turning off utilities or changing the locks. Doing any of these tactics will prolong the legally complicated eviction process and could make you partially liable.

The best course of action (besides prevention) is to contact a trusted attorney and follow their advice carefully.

Tenants who don’t leave:

Going hand in hand with tenants who never pay rent are holdover tenants, or those who had a lease agreement and simply overstay their welcome.

If you notice that Sally Mae in Unit A has not moved out the day after she was supposed to, don’t jump to conclusions. Mistakes happen all the time, and it’s possible that Ms. Mae just got her move-out date confused. It’s a good idea to send reminders to tenants who have a move-out date coming up so these good-natured mix-ups don’t occur often.

However, if the tenant refuses to move out and their move-out date has come and gone, it’s time to contact an attorney. As with tenants who don’t pay their rent, holdover tenants are a serious matter and require strict adherence to your state’s eviction laws in order to properly enforce judgments against them and get them out of your unit.

Tenants who damage your property:

Commercial tenants have certain rights to modify and change the space to suit their business needs. However, the parameters of what is allowed should already be written in your lease. Any modification or renovation that goes beyond what is allowed in your rental agreement can be considered damage, and the tenant could lose their security deposit or, potentially, be sued.

Any type of tenant who damages the property beyond normal wear-and-tear is a nightmare tenant. You expect your renters to treat your units with respect. Anyone who blatantly damages floors, walls, windows or appliances is liable to lose their security deposit. However, you will still need to arrange for repairs to take place, and it’s possible that the tenant’s deposit will not cover the fixes necessary to restore your unit back to its original state.

Related: Increase Your Rental Property Revenue by Making This One Simple Change

How to avoid nightmare tenants

The best way to not have to deal with nightmare tenants in the first place is prevention. Prevention methods will drastically reduce the likelihood that a nightmare tenant will darken your doorstep.

The number one prevention method is using property management software. Quality property management software will conduct all necessary criminal, credit and rental history background checks automatically, and your applicants can input their payment information straight into the software without having to burden you with handling checks or credit card payments.

Many property management sites will also automate certain reminders to tenants, like reminders to pay rent, move out or renew when their lease term ends. By having all these reminders automated, you can cut down on tenants who simply forget to pay rent on time or those who misunderstood their move-out date.

Automating your day-to-day rental management activities is a great way to give yourself more time to work on improving your business instead of getting carried away with its tedious daily tasks. Property management software is also a strong deterrent for nightmare tenants who most likely have a poor previous rental history, saving you from costly issues.

With quality property management software, you can avoid nightmare tenants, streamline your operations and effectively protect your rental profits.

In the competitive world of tech, Amanda Lannert, CEO of Jellyvision, stands out not only for her unconventional career path but also for her dynamic leadership style. Under her guidance, Jellyvision has evolved from a gaming and digital agency into an HR tech company that now serves 25% of Fortune 500 companies. Despite the success, Lannert’s leadership mantra remains rooted in constant improvement. As she puts it, “There is nothing at Jellyvision that can’t be improved. There is nothing about me that can’t be improved. So, where do we want to get started?”

Related: Inside a Sport Marketing Giant’s Playbook for Connecting Big Brands With Rabid Fans

Lannert’s journey with Jellyvision began in 2000 when the company was navigating a rapidly changing tech landscape. With little prior experience in technology and gaming, Lannert initially joined Jellyvision hoping to learn and contribute. However, her adaptability and problem-solving skills led her to the role of CEO.

Her story exemplifies the importance of being open to change and willing to pivot when faced with new challenges. One of her key pieces of advice for leaders is to recognize that, “The world is full of change. There is no more stability. You might as well do what you love with people you like and respect.”

A pivotal moment in Jellyvision’s transformation was the shift from creating CD-ROM-based games to developing interactive educational software. As Lannert explained, this move was guided by the desire to engage and educate users on complicated subjects like health benefits—a space often neglected in terms of user-centric design. Today, Jellyvision’s flagship product, ALEX, uses engaging, personalized interactions to help employees understand and choose their benefits, a process that can save companies significant costs and boost employee satisfaction.

Related: How Military Service Taught the CEO of Arc’teryx to Lead with Precision and Passion

Lannert’s approach to leadership is both refreshing and grounded in authenticity. She emphasizes the need for transparency and integrity in business dealings. “You can do a bad deal with good people, but you can’t do a good deal with bad people,” she shared, highlighting the value she places on character over profit. For aspiring leaders, Lannert suggests focusing on surrounding yourself with individuals who will challenge you and offer truthful feedback. “Find someone who loves you and will tell you the truth,” she advises.

Ultimately, Lannert stresses that a company’s success is built on its people. “Jellyvision is just a business that was, is, and always will be only as good as the people that we have,” she says. Creating a culture of openness and creativity is central to her leadership strategy. Lannert encourages other CEOs to embrace change and never settle for mediocrity. Her willingness to adapt, paired with her belief that everyone has room for improvement, sets a powerful example for leaders looking to drive growth and innovation in their own organizations.

Related: How This Latina CEO Created the Fastest-Growing Hispanic Media Company in the U.S.

In today’s competitive business landscape, there seems to be a ready-made solution for everything. While off-the-shelf technology can offer practicality and convenience, relying solely on these tools often leads to a product or service that lacks distinction.

Staying ahead of the competition is about more than simply adopting the latest tech tools — it’s about the ability to adapt quickly and create offerings that truly meet the evolving needs of your clients. Businesses that break free from the constraints of one-size-fits-all solutions are those that embrace innovation, developing unique products and experiences that set them apart from the rest, regardless of what industry they’re in.

Related: The Secrets to Harnessing Innovation and Driving Your Business Forward

Standing out and making your mark

The pace of technological change can feel overwhelming. For businesses, the challenge isn’t just to keep up — it’s to stay ahead. In every industry, the companies that succeed are the ones that can pivot quickly, adopt new tools and adapt their processes to match shifting trends.

As President and CEO of 1031 Crowdfunding, I saw an opportunity to break away from traditional real estate investment platforms and develop something uniquely ours. Like the best innovations, our platform was born out of necessity. There are a lot of stories of clients being misled, misinformed or deceived by other firms. Our proprietary online platform was created with transparency in mind.

We’ve built a backend system that can be easily customized, allowing us to roll out new features or make adjustments in response to real-time feedback and shifting investor demands. Our goal has always been to offer our investors the best possible experience while staying compliant with industry regulations. For businesses that prioritize client satisfaction, being able to pivot quickly with your own unique technology can be a key differentiator when it comes to successful client relations. This can relate to entrepreneurs in any industry when developing products or tools for clients or investors.

This platform isn’t just a rebranded version of what everyone else in the industry is using. It’s fully in-house, which gives us complete control over its features and makes it difficult for competitors to easily replicate. These features give us a direct line to our clients and allow us to offer services that stand out in the marketplace.

Advantages of adaptability

Maintaining control and flexibility over your business’ technological operations is a huge competitive advantage. While other companies are at the mercy of third-party vendors for updates, bug fixes and new features, we can move at our own pace. In an industry like real estate, where regulations and market conditions can change quickly, the ability to adapt is crucial. Our back-end technology moves as fast as we do.

Related: 4 Ways to Adapt Your Business as Your Industry Evolves

Imitation is not a winning strategy

As a business owner, something I see a lot is white-label solutions. Many companies mimic others’ sites and services. If it isn’t broken, why fix it, right? The problem is, if you are offering what everyone else is, why should clients choose you? You can’t expect to outpace competitors if you are all wearing the same shoes.

Off-the-shelf technology may seem like the easy choice. It’s ready-made, tested and widely available. Depending on your business and industry, this might be the right choice for you. However, there can be significant downsides to this approach, particularly in terms of differentiation and innovation.

The most obvious issue is conformity. Many businesses don’t properly utilize the creative and intellectual talents of their team and, in place of their own product development, end up using the same platform as their competitors, which leads to little differentiation beyond branding. The result? A marketplace filled with companies that essentially offer the same product or service, with few distinguishing features.

Another issue is dependency. Companies that rely on widely distributed tech solutions often find themselves limited by the functionality and update cycles of third-party providers. If your business depends on another company’s technology and they suddenly close shop, where does that leave you? While being at the mercy of a vendor’s timeline may be sufficient for some, this can hinder growth and innovation for businesses that wish to stay ahead of their competitors, regardless of industry.

Related: One Size Does Not Fit All: Customer Centricity Is The Key To Differentiate Your Business

Takeaways for entrepreneurs

For entrepreneurs and business owners, creating a unique, in-house product can feel like a daunting task, requiring a significant investment of time, money and resources. But the most successful businesses are those that actively listen to their customers. By understanding and delivering the features your clients want, you not only foster loyalty but also encourage word-of-mouth recommendations that can drive growth. In today’s competitive market, providing what customers truly need is often the difference between staying ahead and falling behind.

Innovation isn’t just an advantage — it’s a necessity. As industries evolve, companies that stay attuned to customer feedback and quickly adapt to meet their needs will secure a lasting competitive edge.

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*To receive a Digital Costco Shop Card, you must provide a valid email address at the time of sign-up. If you elect not to provide a valid email address, a Digital Costco Shop Card will not be emailed. Valid only for nonmembers for their first year of membership. Limit one per household. Nontransferable and may not be combined with any other promotion. New members will receive their Digital Costco Shop Card by email within 2 weeks of sign-up. Costco Shop Cards are not redeemable for cash, except as required by law. Digital Costco Shop Cards are not accepted at Gas Stations, Car Washes, or Food Court Kiosks. A Costco membership is $65 a year. An Executive Membership is an additional $65 upgrade fee a year. Each membership includes one free Household Card. May be subject to sales tax. Costco accepts all Visa cards, as well as cash, checks, debit/ATM cards, EBT and Costco Shop Cards. Departments and product selection may vary.

In my early years, I spent a decade in the restaurant business — owning several places and dealing with every challenge you can imagine. If I’ve learned anything from my time in the restaurant industry, it’s how to stay sharp, pivot fast and manage chaos calmly.

Years later, as a tech CEO, I still rely on the lessons I learned in those kitchens and dining areas. The restaurant industry runs on principles that translate seamlessly to any sector, and the smartest businesses are the ones that take a page out of their playbook. Three practices are crucial for success, no matter your business. Let me break them down for you.

Related: Your Definition of Leadership Is Outdated — Here’s How to Be a Better Leader in the Modern Workplace

1. Have a contingency plan

Always be ready. You know things may go sideways really quickly if you have ever worked at a restaurant. One minute, operations are running perfectly — then in the next moment, the fryer goes down mid-dinner rush, or worse, the point-of-sale system (POS) crashes.

Successful restaurant managers have mastered the art of managing panic. They pivot quickly. Handwritten orders are scribbled out, alternative cooking methods are deployed and the operation continues without missing a beat. This approach of adaptability is something every business needs to adopt.

In the tech world, we love to plan and strategize, but things still go wrong. Servers crash, products fail and teams get discouraged. How well your business handles these curveballs will define your success. I’ve brought the restaurant industry’s ability to adapt without losing revenue or customer trust into my leadership style. Whether it’s a backup system or cross-training staff, a contingency plan guarantees that you’ll always be ready for the unexpected.

2. Study your competitors

In the restaurant business, every thriving establishment keeps a close eye on its competitors. As they say, “Success leaves clues.” If the new place across the street is packed every night, you’d better believe the local owners are heading over there, taking notes. What’s their pricing strategy? How are they marketing? Are their menu items seasonal or trendy? Restaurants study this information not to copy but to adapt and innovate.

Paying attention to the reasons behind your competitors’ success is crucial, yet simply replicating their strategies will not lead to significant progress. The real value is found in recognizing opportunities for improvement. Maybe they’re attracting a large crowd, but is their service slow? Are their offerings limited? Spot opportunities where you can outshine them. Whether that means enhancing your customer experience, reinventing your product or differentiating yourself with what you stand for, take what works and build upon it.

Although studying the competition has statistical significance, too much attention to them can limit your own potential. You run the risk of moving from proactive to reactive. Use competitor analysis as a springboard for innovation. By studying their strengths and weaknesses, you can push your business in a direction they haven’t considered.

Related: Outlast Your Competition By Focusing on These 3 Areas

3. Work on soft skills

Soft skills are just as important as technical skills in the restaurant industry. It may sound like something that belongs in an HR training module, but in business, they’re essential for survival and growth. For instance, it is imperative for the cook to notify the dining staff and guests right away when a popular dish runs out to manage expectations. Real-time communication among staff, clients and managers helps reduce preventable errors, minimize frustration and preserve high standards of service.

In a more general corporate environment, relationships must be maintained by soft skills, including feedback, empathy and communication. Minor difficulties could develop into major issues if you struggle with effective team and client communication. Maintaining trust, loyalty and efficiency depends on handling circumstances as they abound, whether it means telling a client about a delay or providing a team member with constructive criticism. Leaders who master soft skills tend to have happier teams, lower attrition rates, and more satisfied clients.

Just like restaurants rely on direct communication to manage the customer experience, businesses need to apply the same approach to their past customers. Following up with a past customer doesn’t mean sending a generic email. It could be a personal thank-you note or a tailored offer based on previous purchases. Customers who feel valued are more likely to return, give positive feedback and recommend your business to others. Soft skills build these long-term relationships, turning one-time buyers into repeat customers and brand advocates.

Related: What It Takes to Grow Your Team in a Niche Service Industry

The restaurant mentality

Whether you’re managing a law firm, operating a retail business or running a tech company, these principles are my non-negotiables. Customers expect you to anticipate their needs; they expect exceptional service, so your operations need to run smoothly, and you must be able to adapt to changing market demands quickly.

If you fail to embrace these principles, you’ll quickly fall behind. Customers will move on to competitors who can provide them with their money’s worth. Your operational inefficiencies will eat into your margins, and your inability to adapt will leave you irrelevant.

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Success in sales isn’t just about meeting quotas. It’s about fostering a culture where teams thrive, customers are delighted and growth is sustainable. Yet, many organizations struggle to strike the right balance between scaling their sales operations while ensuring the happiness and effectiveness of their teams.

So, how do organizations cultivate happy, scalable sales teams and strike the right balance for success? Some core elements contribute to a fulfilling and successful sales environment.

Related: Don’t Scale Your Sales Team Until You’ve Done These 4 Things

Defining “happy” in sales processes

All too often, when we meet with prospects, we encounter salespeople who feel overwhelmed by the pressures of their roles. The stress of meeting quotas and generating leads can take a toll on their well-being and effectiveness. Salespeople without clear direction and support from leadership cannot succeed. They may struggle to navigate these challenges effectively without guidance. Happiness in sales extends beyond hitting targets and growing the bottom line. Here are some of the competencies we’ve seen in happy, successful sales teams:

Individual/team effort and efficiency: How much effort does it take to get the deal done? Minimizing manual tasks and streamlining processes can help alleviate stress and improve productivity across the organization.

Transparency and support: Are sales reps given the direction and support they need to succeed and maintain traction? Obtaining clear guidance and resources from leadership is crucial to growth.

Sales cycle length: Is the sales cycle overly prolonged and unnecessarily complicated? By shortening the cycle through efficient processes and effective lead management, companies can reduce stress and increase success rates.

Leadership satisfaction: Are leaders equipped with the insights they need to make informed decisions? Having visibility into the sales pipeline and performance metrics is essential for effective planning and resource allocation.

Related: 4 Ways to Stop Getting Distracted and Start Hitting Goals

Addressing common sales pain points

We work across a very wide range of industries, everything from manufacturing, distribution, SaaS, finance, healthcare, environmental, professional services and a long list of many others. My company has visibility into multi-departmental and cross-departmental alignment (teams from 1 to 500-plus people), and let it be known — no two sales processes are the same, even when it is within the same industry targeting the same personas. The irony is regardless of size, there is this misconception that because an organization is large, they have everything organized, mapped out and process-driven. Simply put, that’s not always true. Think of it this way: more people, more moving parts, more risk — more room for error.

We see sales teams structure across territories, business development representatives (BDRs) versus account executives, and sales teams focused on channel versus direct, all of which influence the sales process, hand-off and efficiency for the likelihood to close. One of the best parts is because we are exposed to so many business models and processes, we get to see the best of the best and also easily identify how to improve someone’s process through automation.

When we get down to the root of the issue, many sales teams face common challenges that hinder their ability to reach their full potential. The most common ones we see are:

Sales and marketing misalignment: Miscommunication and friction between sales and marketing teams can lead to missed opportunities and finger-pointing, and no one wants that. Open dialogue and collaboration are key to bridging this gap.

Lack of transparency and reporting: Without robust reporting systems, sales teams may struggle to track progress and identify areas for improvement or clear trajectories for closing deals faster. Transparency in reporting fosters accountability and enables data-driven decision-making on both the marketing and sales sides.

Resistance to automation: Some sales teams resist adopting automation tools for fear of added complexity or a belief that it will replace human interaction. However, automation can streamline processes, free up time for more meaningful interactions with customers and focus on things a machine cannot do, like close the deal.

Strategies for scaling sales success

It saddens me to see talented individuals facing such challenges because they are good salespeople. There is something special about sales. I love their ability to connect with others, come from a place of help in the sales process, and sell collaboratively as a team. They have a super special people-focused gift, and I love to see them flourish and thrive in their roles.

The concept of success is to remove any frustrating friction points or manual tasks that suck the life out of that salesperson’s main focus, closing the deal. They are measured and paid for this. If you want to lose a great salesperson, watch them continue to miss quotas, become frustrated because they aren’t reaching their financial targets and leave to go to another organization. Things like updating properties in a CRM, manually adding a new lead, sending a reminder email without automation, follow-up documentation, enrolling them in your marketing materials, and so, so many other things that quite frankly distract and wear down a salesperson.

I’ve seen thriving salespeople succeed in one organization with structure and move to another and miss quotas monthly because they were not given access to the same tools. To build a happy, scalable sales team, organizations should consider the following strategies to keep everyone focused on the big picture —happiness.

1. Start with setting clear goals: As an organization, defining clear, measurable goals and regularly communicating them to the team is by far the most common misstep we see in organizations. Many times, it can seem like two organizations are functioning within one organization if this is not followed. Teams should break down larger objectives into smaller, actionable steps to keep everyone aligned and on track.
2. Openly embrace technology: Teams and individuals should leverage automation tools and CRM platforms to streamline processes, improve efficiency and enhance visibility into the sales pipeline. This is not designed to replace humans but to augment activity.
3. Encourage cross-departmental collaboration: Foster a culture of collaborative team selling between sales and marketing teams. By encouraging open communication, knowledge sharing, and alignment on goals and objectives, organizations can reach goals faster, with less stress and greater rewards. Some examples include adding infrastructure that encourages shared reporting, dashboards, and weekly alignment meetings across teams.
4. Invest in continual training and development: Organizations should provide ongoing training and development opportunities to empower sales reps with the skills and knowledge they need to succeed. These can be done through internal resources or a third party. Training should not be one-and-done.
5. Prioritize personal well-being: It’s crucial to recognize the importance of work-life balance and prioritize the well-being of sales team members. Companies can do this by celebrating successes, providing support and offering resources for managing stress and maintaining mental health. It goes a long way in finding happiness inside and outside of work.

Remember, building happy, scalable sales teams requires a combination of clearly defined goals, effective ongoing communication, technological innovation and a supportive, open culture. Organizations that face addressing common pain points head-on and implementing proactive strategies can create an environment where sales teams thrive, customers are delighted, and business growth is sustainable (while still tracking up). It’s time to unlock the full potential of your sales team and drive success in the competitive marketplace.

The very definition of entrepreneurship implies many twists and turns. Founders start companies based on an idea, form a business plan around what they believe that concept’s future to be, press their foot down on the gas pedal and off they go. Along the journey, founders are forced to make many quick but impactful decisions with limited resources and foggy knowledge about how their outcomes will play out. Essentially, they are building the base of a house, having no idea what its roof will eventually look like.

Many of these early-stage decisions are foundational and become even more significant as the company itself matures. Due to arbitrary and self-imposed goals and timelines, founders may overlook critical components to building a lasting business. Haste can be met with regret later on in the company lifecycle, costing time, human and financial resources and, potentially, the company. In fact, according to the United States Bureau of Labor Statistics, approximately 10% of startups fail within the first year. However, that percentage increases over time, with an eventual long-term failure rate of 90%. Ultimately, the choices we make today could take years to manifest, and the results could prove detrimental.

Related: I Made These 3 Big Mistakes When Starting a Business — Here’s What I Learned From Them

Here are eight critical actions that founders overlook when starting their companies:

1. Properly forming their company under the right structure

There are multiple structures that companies can take early on, including an LLC, C-Corp and S-Corp. Each has its own advantages and limitations, and it is important that founders match their company structure with their financing and tax goals. For example, an LLC would be a structure amenable to a convertible note and consisting of private investors. To properly determine the best structure for their enterprise, founders should outline their investment strategy and consult an attorney versed in company formation.

2. Protecting their IP

Intellectual property should be protected at the onset of company formation and certainly before a product is launched in market. Companies should solicit an IP attorney to trademark the company and product names, logo designs and any defensible product designs. In addition, especially for technology companies, patents should be filed prior to product launch. While the costs may seem expensive, especially early on, IP can end up being the primary source of value for a company later on.

3. Creating a proper board of advisors

While the foundation stage may seem premature to acquire a board of advisors, it could actually prove advantageous and even critical. The reality is founders alone cannot cover all of the skill sets and experience bases needed to ensure a positive future outcome. Even at the earliest funding stages, “team” is a core component to investors betting on a company’s success. Advisors can fill in the skill gaps that are initially missing and serve as an important determinant of an investor’s choice to invest. Therefore, founders should assess their teams’ competencies and deficiencies and officially onboard advisors to fill in those experiences/skill gaps.

1. Determining the right financing strategy. It’s commonly assumed that venture capital is the holy grail of investment and that the most successful companies build themselves by securing VC money. VC money is great for certain companies, but there are also restrictions — once a company secures VC money, it then has external entities owning a good portion of its equity, and those entities subsequently have a strong say in the decision-making process going forward. Some companies may want to grow at a different pace than VCs would demand, resulting in a mismatch. As a founder, it is important to properly identify how success is determined for the company — asking yourself what growth looks like and how much of the company you are willing to part with in the long term.
2. Evaluating founding team dynamics and identifying the gaps. While advisors may fill in certain near-term skill gaps, the reality is they are not working full-time at the company. Therefore, it is important to identify current and future skill gaps among the founding/executive team, outline the roles that are needed to fill them and create a timeline to hire. Some may not be necessary until the next round of financing, and others may be immediate.
3. Assessing the current macro environment. While a founder may have the most innovative idea on the planet, the current macroeconomic environment may not be amenable to supporting it. It is important to review the broader macro environment with regard to receptivity to your product or service and the environment in general. For example, the market may be ripe for an offering, but the funding environment as a whole may have dried up. A realistic assessment will enable a founder to create a more realistic growth plan.
4. Paving their path to market. Founders can become so enamored with their product or service that they forget to assess how they will let others know about it. It is important for a new business to clearly identify its core customer target and its total addressable market to understand how much it will cost and how much time it will take to acquire those customers.
5. Determining their long-term commitment/investment. Jeff Bezos stated, “All overnight success takes about 10 years.” This could not be more accurate. Entrepreneurs read the shiny social media accounts of the companies that immediately skyrocket and experience a rapid hockey stick growth curve and expect that success, but success takes time. So early on, founders need to assess their own personal time horizons and determine how long they are committed to their endeavors. Part of this may be their own personal commitment, especially if they have a family. Part of it may be financial —as a founder, knowing your personal financial runway is critical. Hiring an outside executive coach and even a therapist can help to better navigate these life waters.

Related: Don’t Overlook This Crucial Business Function If You Want Your Startup to Succeed

John Wooden, coach of the UCLA Bruins basketball team, who is considered the greatest coach in NCAA history, taught his players how to put their shoes and socks on in a very specific manner. When asked why, he stated, “The little things matter. All I need is one little wrinkle in one sock to put a blister on one foot and it could ruin my whole season.” Winning the entrepreneurship game starts with intention, founders doing everything they can to purposefully put themselves in the best position for success. Beyond that comes a bit of luck and a lot of fortitude, but it starts with proper preparation.