Cameron Herold

But if you focus on how happy are your customers, your employees feel burned out. Your employees feel taken advantage of. They feel like they're coming second rate. But if all you care about is them, you care about their home life. You care about their problems, their insecurities, their fears. You care about their dreams. You care about their work. You help coach them. You develop them.

But if you focus on how happy are your customers, your employees feel burned out. Your employees feel taken advantage of. They feel like they're coming second rate. But if all you care about is them, you care about their home life. You care about their problems, their insecurities, their fears. You care about their dreams. You care about their work. You help coach them. You develop them.

You help coach their kind of confidence. they'll go through brick walls for you to take care of your customers. And when your customers feel that much love, you can charge a lot.

You help coach their kind of confidence. they'll go through brick walls for you to take care of your customers. And when your customers feel that much love, you can charge a lot.

You help coach their kind of confidence. they'll go through brick walls for you to take care of your customers. And when your customers feel that much love, you can charge a lot.

I don't focus on being their friend. I focus on caring about them. And that's a very distinct line. I'm not friends with any of my employees, but I care about their home life. I care about their kids. I care about their insecurities. I care about their dreams. I care about their financials. But I have a very fine line between friends and caring. I'm also firm but fair.

I don't focus on being their friend. I focus on caring about them. And that's a very distinct line. I'm not friends with any of my employees, but I care about their home life. I care about their kids. I care about their insecurities. I care about their dreams. I care about their financials. But I have a very fine line between friends and caring. I'm also firm but fair.

I don't focus on being their friend. I focus on caring about them. And that's a very distinct line. I'm not friends with any of my employees, but I care about their home life. I care about their kids. I care about their insecurities. I care about their dreams. I care about their financials. But I have a very fine line between friends and caring. I'm also firm but fair.

So I'm very kind of focused on our goals. I'm focused on our promises. I'm focused on our core values. But I don't cross the line with just hanging out and being their friend. That's a distinction.

So I'm very kind of focused on our goals. I'm focused on our promises. I'm focused on our core values. But I don't cross the line with just hanging out and being their friend. That's a distinction.

So I'm very kind of focused on our goals. I'm focused on our promises. I'm focused on our core values. But I don't cross the line with just hanging out and being their friend. That's a distinction.

Yeah, that's a very entrepreneurial distinction too. Entrepreneurs often care about being liked. And so they don't wanna make the tough decisions. They don't wanna deal with conflict. They don't like firing people. Often entrepreneurs carry the wrong people for too long because they're trying to be liked.

Yeah, that's a very entrepreneurial distinction too. Entrepreneurs often care about being liked. And so they don't wanna make the tough decisions. They don't wanna deal with conflict. They don't like firing people. Often entrepreneurs carry the wrong people for too long because they're trying to be liked.

Yeah, that's a very entrepreneurial distinction too. Entrepreneurs often care about being liked. And so they don't wanna make the tough decisions. They don't wanna deal with conflict. They don't like firing people. Often entrepreneurs carry the wrong people for too long because they're trying to be liked.

And sometimes they'll then offload that to their COO and they'll have their second command make the tough decisions of their second command fire people.

And sometimes they'll then offload that to their COO and they'll have their second command make the tough decisions of their second command fire people.

And sometimes they'll then offload that to their COO and they'll have their second command make the tough decisions of their second command fire people.

That is definitely an entrepreneurial kind of downside or weakness that many entrepreneurs have that I've had to coach people through to get them okay with firing people and realizing that just because you gave them five years working for you doesn't mean you owe them the next five.

That is definitely an entrepreneurial kind of downside or weakness that many entrepreneurs have that I've had to coach people through to get them okay with firing people and realizing that just because you gave them five years working for you doesn't mean you owe them the next five.

That is definitely an entrepreneurial kind of downside or weakness that many entrepreneurs have that I've had to coach people through to get them okay with firing people and realizing that just because you gave them five years working for you doesn't mean you owe them the next five.