Donald Miller

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

And by that, I mean agents and speaking managers and the market, none of that stuff. I took ownership of it. And so as you talk about the economy struggling, that's the economy. Your economy is different. So the economy has factors like trade wars with China, the war in Ukraine, all those kinds of things. Your economy is hardly affected by any of that.

And by that, I mean agents and speaking managers and the market, none of that stuff. I took ownership of it. And so as you talk about the economy struggling, that's the economy. Your economy is different. So the economy has factors like trade wars with China, the war in Ukraine, all those kinds of things. Your economy is hardly affected by any of that.

And by that, I mean agents and speaking managers and the market, none of that stuff. I took ownership of it. And so as you talk about the economy struggling, that's the economy. Your economy is different. So the economy has factors like trade wars with China, the war in Ukraine, all those kinds of things. Your economy is hardly affected by any of that.

And by that, I mean agents and speaking managers and the market, none of that stuff. I took ownership of it. And so as you talk about the economy struggling, that's the economy. Your economy is different. So the economy has factors like trade wars with China, the war in Ukraine, all those kinds of things. Your economy is hardly affected by any of that.

And by that, I mean agents and speaking managers and the market, none of that stuff. I took ownership of it. And so as you talk about the economy struggling, that's the economy. Your economy is different. So the economy has factors like trade wars with China, the war in Ukraine, all those kinds of things. Your economy is hardly affected by any of that.

It might be slightly, but most of us is hardly affected by any of that. It's actually more affected by our attitude. And if we take ownership of our economy, our economy can do incredibly well. So as I went from $0 to 17 million, I did a rough count, Hala. I think I did 572 things wrong and I did six things right. So the book, How to Grow Your Small Business is about the six things I did right.

It might be slightly, but most of us is hardly affected by any of that. It's actually more affected by our attitude. And if we take ownership of our economy, our economy can do incredibly well. So as I went from $0 to 17 million, I did a rough count, Hala. I think I did 572 things wrong and I did six things right. So the book, How to Grow Your Small Business is about the six things I did right.

It might be slightly, but most of us is hardly affected by any of that. It's actually more affected by our attitude. And if we take ownership of our economy, our economy can do incredibly well. So as I went from $0 to 17 million, I did a rough count, Hala. I think I did 572 things wrong and I did six things right. So the book, How to Grow Your Small Business is about the six things I did right.

It might be slightly, but most of us is hardly affected by any of that. It's actually more affected by our attitude. And if we take ownership of our economy, our economy can do incredibly well. So as I went from $0 to 17 million, I did a rough count, Hala. I think I did 572 things wrong and I did six things right. So the book, How to Grow Your Small Business is about the six things I did right.

It might be slightly, but most of us is hardly affected by any of that. It's actually more affected by our attitude. And if we take ownership of our economy, our economy can do incredibly well. So as I went from $0 to 17 million, I did a rough count, Hala. I think I did 572 things wrong and I did six things right. So the book, How to Grow Your Small Business is about the six things I did right.

Yeah, well, the S-curve explains why most businesses fail, and they actually fail because they succeeded. And here's what I mean by that. Nobody gets into business to run a business. Nobody. Not a single person in the history of the world has ever started a business because they wanted to run a business. They started a business because they loved their customers. They loved a product.

Yeah, well, the S-curve explains why most businesses fail, and they actually fail because they succeeded. And here's what I mean by that. Nobody gets into business to run a business. Nobody. Not a single person in the history of the world has ever started a business because they wanted to run a business. They started a business because they loved their customers. They loved a product.

Yeah, well, the S-curve explains why most businesses fail, and they actually fail because they succeeded. And here's what I mean by that. Nobody gets into business to run a business. Nobody. Not a single person in the history of the world has ever started a business because they wanted to run a business. They started a business because they loved their customers. They loved a product.

Yeah, well, the S-curve explains why most businesses fail, and they actually fail because they succeeded. And here's what I mean by that. Nobody gets into business to run a business. Nobody. Not a single person in the history of the world has ever started a business because they wanted to run a business. They started a business because they loved their customers. They loved a product.

Yeah, well, the S-curve explains why most businesses fail, and they actually fail because they succeeded. And here's what I mean by that. Nobody gets into business to run a business. Nobody. Not a single person in the history of the world has ever started a business because they wanted to run a business. They started a business because they loved their customers. They loved a product.