All posts by : Zuzana

Why We’re Lost Arguing Over Maps

Humanity has always searched for answers. We designed maps – religions, philosophies, sciences – to navigate existence, find purpose, and make sense of suffering. But somewhere along the way, we mistook the map for the destination. We started fighting over which one was the right map, forgetting the destination was always the same.

I look at religion like I look at any system or philosophy: a tool. A means to find your way. I don’t oppose any religion. But I don’t stand for the hate they sometimes breed in their competition for “truth.” I’ve lived my life outside of boxes, and it’s why I can see the common threads they all share. The lessons aren’t different. Only the language is.

For leaders today – of businesses, teams, families – it’s not enough to know the map. You have to navigate it. What you believe directly informs how you lead. And if your belief system is outdated, reactionary, or divisive, so will be your leadership.

This article isn’t about faith. It’s about vision.

The Moment That Forced Me to Grow (Before I Was Ready)

I didn’t become free-minded by choice. At 12, the greatest violation of my body forced me into a maturity no child should carry. It cracked me open. Shattered the illusions I had about safety, fairness, and love.

But it also set me on a relentless search for something beyond human betrayal. Religion, philosophy, science – anything that could give me a map to make sense of it all.

What I found wasn’t a singular truth. It was dozens of overlapping truths. And instead of choosing one, I chose to integrate them. Over the years, this integration shaped how I lead, build businesses, and live. I’m not rebellious. I’m sovereign. And sovereignty comes from clarity.

What Religions, Philosophies, and Science Actually Agree On

Strip away the dogma, and here’s what you get:

• There’s something bigger than you.
• You’re connected to everything.
• Your life has purpose.
• Your actions ripple beyond your immediate circle.
• Balance and harmony matter.
• Compassion and service are non-negotiable.
• Integrity is currency.
• Evolution – of thought, spirit, and action – is the path.
• Legacy matters.

This isn’t theology. It’s strategy. And when you lead your business from these principles, you stop competing and start creating.

My Philosophy for Business: The Intersection of Soul and Strategy

Business isn’t about products or services. It’s about systems that serve. Systems that stand the test of time, build trust, and create impact.

Here’s how these timeless teachings translate into leadership principles and business success.

The Ancient Teachings and Modern Business Table

Core Business Principles That Built Empires (Including Mine)

1. Purpose-Driven Vision

You’re not in business to make money. You’re here to make meaning – and the money follows. Purpose creates movements. Without it, you’re just noise.

2. Interconnectedness & Collaboration

We’re past the era of “go it alone.” Your network, alliances, and partnerships are your power. Build the village, and the village builds you.

3. Integrity & Ethical Conduct

There is no shortcut here. You lie once, you lose forever. Integrity isn’t for PR. It’s the bones of your business.

4. Conscious Decision-Making

Strategy beats reaction. Every choice should echo your values and your endgame. This is how you scale without selling your soul.

5. Balance & Harmony

Hustle culture is dead. The leaders who thrive understand rhythm: push hard, rest harder. No one builds empires from a burnout ward.

6. Continuous Growth & Adaptation

Markets shift. So should you. Lifelong learning isn’t a flex – it’s survival. The minute you stop evolving, you start dying.

7. Compassion & Service

You’re here to solve problems. If your business isn’t rooted in service, don’t be surprised when your customers disappear.

Practical Applications: Leadership, Sustainability, Innovation

Leadership: Lead as Steward, Not Dictator

Empower your people. Give them a stake in the mission. Transparency breeds trust. Autonomy builds loyalty. Dictatorship builds turnover.

Sustainability: Build to Last, Not to Flip

From supply chains to hiring practices, sustainability is the new scalability. Ethical sourcing, fair wages, and environmental responsibility aren’t “nice-to-haves” – they’re the baseline.

Innovation: Evolve Relentlessly

The universe thrives on creative destruction. So should your business. Encourage failure as a form of data collection. Iterate fast. Innovate faster.

Your Business Is Your Legacy. What Are You Teaching?

At the end of the day, your business will outlive your title. It will outlast your calendar quarter. The systems you build, the people you impact, and the legacy you leave – this is your real scoreboard.

Religion, science, philosophy – they’re not separate systems. They’re layers of the same truth. You’re either living by design or default. Leading consciously or blindly.

If you’re ready to align strategy with soul and build something that matters, the map is in your hands.

I’ll guide you if you’re ready.

The Problem with Revenue Planning

At the beginning of every year, business owners set ambitious revenue targets. By Q2, many of those plans are already outdated, abandoned, or misaligned with reality. Why? Because traditional planning methods often fail to bridge the gap between goal-setting and execution.

Over the years, running multiple businesses across different industries, I’ve noticed a recurring pattern: the fundamental structure of business never changes – only the nuances of execution.

I’ve personally had to build and rebuild revenue plans for multiple businesses, from consulting services to software, from high-ticket sales to scalable digital products. What I realized is that creating an action plan from a revenue goal is not just about numbers – it’s about reverse engineering success in a way that’s practical, adaptable, and repeatable across all ventures.

This article breaks down how to transform a revenue goal into an actionable, structured plan and create a copy-paste blueprint that works across all your companies.

The Universal Framework for Any Business

The common misconception is that different industries require completely different strategies. But in reality, every business runs on the same backbone:

• Revenue goal (How much do you want to earn?)
• Sales strategy (How will you generate this revenue?)
• Marketing & lead generation (How will you get customers?)
• Operations & fulfillment (How will you deliver your product/service efficiently?)
• Optimization & scaling (How will you grow and refine this process over time?)

The industry, audience, and product might change, but these fundamental pillars remain the same. Recognizing this means you can build a single system that works across all your businesses.

Step-by-Step: How to Reverse Engineer Your Revenue Goal

Step 1: Define Your Financial Target

Most business owners pick revenue goals arbitrarily, but your number needs to be rooted in data and feasibility.

1. Start with your desired revenue goal for the year
2. Break it down into quarterly, monthly, and weekly targets
3. Factor in expenses, taxes, and net profit margins
4. Adjust for market shifts, economic trends, and historical data

Example:

Let’s say your target revenue for 2025 is $1,000,000 across three businesses. Instead of aiming for a vague million-dollar figure, you need to map out exactly how that will happen:

• Business A: $400,000 (Consulting)
• Business B: $350,000 (Software)
• Business C: $250,000 (Ecommerce)

Now, let’s break these numbers down further into monthly revenue goals based on seasonality and expected market demand.

Step 2: Break It Down Into Measurable Units

A revenue goal is meaningless unless you can translate it into daily actions.

For each business, answer these:

• How many sales do I need per month to hit my target?
• What is my average revenue per customer?
• What are my conversion rates from leads to customers?

Example Breakdown for Business A (Consulting):

• Goal: $400,000/year = $33,333/month
• Offer: High-ticket coaching at $5,000 per client
• Sales needed: 7 clients per month
• Lead conversion rate: 20% (meaning 10 leads → 2 clients)
• Required leads: 35 potential leads per month

Now, this number (35 leads/month) becomes your primary focus, rather than the vague goal of “$400K revenue.”

Step 3: Identify Key Revenue Drivers for Each Business

You now know how many sales and leads you need. The next step is to define:

• Best-performing sales channels (organic vs. paid, networking vs. inbound)
• Marketing methods (social media, partnerships, paid ads, SEO)
• Pricing structures (higher-ticket vs. volume-based sales)

Example:

For my consulting business, I’ve tested different strategies, and I’ve found that high-quality LinkedIn networking and thought leadership posts drive the best leads.

For my digital product business, an SEO-focused sales funnel brings in predictable passive income.

Your blueprint should allow you to quickly analyze what’s working and where to focus efforts.

Step 4: Create Your Copy-Paste Revenue Blueprint

Now that you’ve broken down revenue drivers, it’s time to build a repeatable, scalable system.

The Blueprint Structure:

1. Revenue Goal → Define for each business
2. Monthly Target → Split into sales & lead goals
3. Conversion Rates → Track expected lead-to-sale ratio
4. Primary Sales Channels → Define where conversions happen
5. Marketing Plan → Outline tactics for lead generation
6. Execution Tasks → Daily/weekly actions to hit sales targets

How to Use This Over Time:

• Each quarter, review and update based on performance
• Each month, adjust based on seasonal trends and marketing insights
• Each week, focus on daily execution tasks to ensure goal alignment

Common Mistakes & How to Avoid Them

• Setting goals without breaking them into action steps → Reverse engineer revenue into small, daily targets
• Ignoring past data → Use last year’s insights and market updates to refine your approach
• Trying to reinvent strategy for every business → Use a copy-paste blueprint and adapt minor details per industry

Revenue planning isn’t about setting a big goal – it’s about creating a clear execution plan that scales across all your businesses.

Subscribe to my newsletter for a simplified version with practical steps for your 2025 revenue plan update.

Now, tell me – what’s your biggest revenue challenge for 2025? Let’s discuss it in the comments!

Picture a ship sailing effortlessly toward its destination. One day, a sailor spots a tiny hole in the hull. “It’s minor,” he thinks, “not worth addressing now.” Weeks pass, the hole expands, water infiltrates, and eventually, the ship sinks.

That’s exactly what happens when business owners ignore small issues. It starts with something trivial – an unchecked client complaint, an unclear job role, a slightly off customer experience. Left unaddressed, it snowballs. And before you know it, you’re drowning in a problem that could have been avoided with one simple decision: dealing with it early.

Entrepreneurs are wired to focus on the big picture. Growth, revenue, scale, expansion – those are the sexy topics. The tiny cracks? “I’ll handle it later.” But that’s how businesses implode. Problems don’t stay small. They multiply in the shadows until they demand your full attention, often at the worst possible time.

Why do people ignore them?

• Overconfidence – “I’ve handled worse; this will sort itself out.” Reality check: Overconfidence blinds you to warning signs. Small cracks become gaping holes.
• Time scarcity – “No time for small fires, I’ve got a company to run.” Irony? Those small fires become five-alarm blazes that eat up more time later.
• Fear of confrontation – “Addressing this could cause tension.” Avoidance doesn’t eliminate conflict; it delays an explosion.
• Too many responsibilities – “Bigger priorities take precedence.” Spinning too many plates means you’re missing early warning signals.

Ever heard of a startup that crashed not because of one giant mistake, but a series of tiny, ignored ones? Take a promising tech company that had one small, persistent issue: poor communication between marketing and product teams. The CEO saw it. Thought it was minor. Decided it could wait.

Fast forward: Marketing kept selling features that didn’t exist yet. Customers got frustrated. Negative reviews piled up. The internal blame game went nuclear. The brand, once a rising star, turned radioactive. Revenue tanked. The problem wasn’t the initial misalignment – it was leadership’s refusal to act when the warning signs were flashing.

Small problems don’t just sit in the corner, behaving. They grow claws.

• The Ripple Effect – One vague job description leads to hiring the wrong person, which leads to performance issues, which leads to delays, which leads to frustrated clients, which leads to lost revenue. All because a job description wasn’t written clearly.
• Loss of Trust – Employees notice when problems aren’t fixed. So do customers. If the little things don’t matter, why should they trust you with the big ones?
• Opportunity Costs – Every problem you ignore siphons energy from what could have been a revenue-driving opportunity.

The Beast Effect is what happens when small problems, left unchecked, morph into business-eating monsters. It’s when minor inefficiencies, repeated a thousand times, compound into operational chaos. It’s when a single negative review turns into a reputation crisis. It’s when ignoring a small process flaw costs you six figures down the line.

How it shows up:

• Operational bottlenecks – Small inefficiencies multiply and kill speed.
• Burnout & stress – Constantly putting out fires drains you and your team.
• Reputation damage – One bad experience leads to another, then another, then a viral LinkedIn rant.
• Financial bleed – Fixing the mess later costs 10x more than addressing it early.

How do you stop feeding the Beast before it eats your business?

1. Call out your own blind spots – Ask yourself, “What am I avoiding? What am I pretending isn’t a problem?” Fear and avoidance are usually bigger issues than the problem itself.
2. Ask better questions – “What’s the worst that happens if I keep ignoring this? What assumptions am I making?” Break your autopilot thinking.
3. Look for patterns – If the same issues keep surfacing, you’ve got a system problem, not a one-off situation.
4. Listen to your team – If people keep bringing up the same thing, it’s not a minor annoyance—it’s a flashing warning sign.

Prevention beats damage control every time. Build the habits that stop small problems before they turn deadly.

• Weekly reviews – Dedicate time to spotting inefficiencies, process gaps, and culture red flags.
• Prioritization frameworks – The Eisenhower Matrix is a simple way to decide what needs fixing now vs. later.
• Ownership & accountability – Assign problems to people who can fix them and set deadlines.
• Resilient systems – Automate repetitive work. Empower teams to act on small problems before they escalate.

A business that thrives isn’t the one that never faces problems. It’s the one that sees them early and crushes them before they spiral. The difference between the companies that scale and the ones that stall? The ability to tackle what others brush aside.

Take a hard look at your business today. Find that one lingering issue you’ve been avoiding. Address it. Because what you ignore now may just be the thing that sinks your ship later.

I’ve been in business for years. I’ve built companies, solved complex problems, and made high-stakes decisions. You’d think that by now, I’d trust myself completely. That my brain would just know how to make decisions without hesitation.

But here’s the paradox: When I act, I have full confidence. When I stop and reflect, I start questioning everything.

I’ll replay past choices in my mind. I’ll overanalyze the next move. I’ll weigh every possible outcome, playing endless “what-if” scenarios.

And in doing so, I delay, hesitate, and sometimes even lose opportunities.

For years, I didn’t realize this was a pattern. Overthinking felt productive. It felt like I was being cautious, making sure I didn’t make the wrong move.

But I was wrong.

Overthinking isn’t strategy. It’s self-sabotage.

If this resonates with you, keep reading – because I’m about to break down exactly how overthinking is keeping you from achieving your goals, and more importantly, how to break free from it.

How Overthinking Holds You Back

Overthinking doesn’t look like a villain at first. It disguises itself as something productive.

“I’m just being thorough.”
“I need more data to make the right choice.”
“I can’t rush this—I need to consider every angle.”

It’s all about perfectionism, right? But the truth is, overthinking is just fear in disguise. It keeps you stuck in analysis paralysis, stopping you from taking the bold, messy action that leads to growth.

The Illusion of Productivity

When I first started, I’d spend hours researching, drafting plans, and refining strategies. I thought I was being productive—after all, I was gathering information, looking at all the possibilities, considering every outcome. But the truth?

I wasn’t making progress. I was paralyzed by the fear of making a wrong move. The endless thinking was keeping me from doing.

Here’s a key realization I had:
No amount of research, analysis, or preparation can replace action.

🔥 Lesson: Overthinking is just disguised procrastination. If you find yourself endlessly refining, researching, or planning – it’s time to just start.

Decision Fatigue: Why More Thinking = Less Action

I used to believe that the more I analyzed, the better my decisions would be. But here’s what I learned:

Thinking about something for hours doesn’t make your decision any better. It just makes it harder.

This is called decision fatigue – the more choices you analyze, the harder it becomes to actually pick one. You end up exhausted, unable to decide at all.

I’ve seen business owners get trapped in this cycle, debating logo designs for months, or rethinking their service pricing so many times that they never actually launch.

And I’ve done it too.

🚀 Solution: When making a decision, set a time limit.

• Small decisions? Decide within 24 hours.
• Medium ones? 72 hours max.
• Big ones? A week – but no more.

If you force yourself to decide faster, you eliminate the exhaustion of overthinking.

Fear of Failure vs. Fear of Success

Most people overthink because they’re afraid of failure.

But here’s what I’ve realized – some of us also fear success.

Because success means:
✅ Bigger expectations
✅ More responsibility
✅ Higher visibility
✅ New levels of pressure

And deep down, that can be just as intimidating as failing.

I’ve had moments where I hesitated before launching something big – not because I thought it would fail, but because I knew if it worked, I’d have to keep up with it.

If you find yourself delaying something you KNOW could work, ask yourself: Am I afraid of failing, or am I afraid of what happens if I succeed?

Because both fears can trap you in overthinking.

Recognizing When You’re Stuck in Overthinking

Here’s how to know if your thinking is turning into a roadblock:
✅ You keep researching instead of starting.
✅ You revisit past decisions, wondering if they were right.
✅ You feel exhausted from making choices.
✅ You ask for reassurance but don’t act on it.
✅ You have an idea but keep saying “it’s not ready yet.”

If this sounds like you, don’t worry—you’re not alone. The key is awareness. The faster you recognize you’re overthinking, the faster you can shift out of it.

Breaking Free: How to Stop Overthinking and Take Action

A. The 80/20 Decision Rule

I used to wait until I was 100% certain before making a move. But here’s the truth:

You will NEVER have 100% certainty.

That’s why I follow the 80/20 rule:

• If I’m 80% sure about something, I go for it.
• The other 20%? I’ll figure it out along the way.

Nothing in business is guaranteed. But you learn the most by doing, not by thinking.

🚀 Try This: If you’ve been stuck on a decision, ask yourself: “Do I have enough information to be 80% confident?” If yes, take action.

B. Use AI and Tools to Structure Your Thinking

Overthinking often happens because we’re holding too much in our heads. Instead of spiraling in your mind, use tools to bring clarity.

🛠 My favorite tools for cutting through overthinking:

• ChatGPT for Thought-Journaling:
  • Try this prompt: “I’m overthinking [decision]. Challenge my thoughts and help me gain clarity.”
• Notion or Obsidian for Mind-Mapping:
  • Instead of looping thoughts, write them out.
• Motion AI Task Manager:
  • Helps prioritize what actually matters so you stop overthinking low-impact tasks.

🚀 Try This: When stuck in an overthinking spiral, brain-dump your thoughts into a tool. Seeing them written down immediately clarifies what’s important and what’s just mental noise.

C. Get Comfortable with Imperfection

I used to believe perfection = success. But the truth?

Perfection is the #1 enemy of progress.

A slightly flawed plan executed today is better than a perfect one that never launches.

I’ve launched projects that weren’t “perfect,” and guess what? They worked anyway. Because perfection isn’t what makes something successful—adaptation and execution do.

🚀 Try This: Whatever you’ve been overthinking—do it at 80%. Publish it. Send it. Launch it. You can always improve later.

Turning Thinking into Doing: Your Action Plan

1️⃣ Pick ONE decision you’ve been stuck on.
2️⃣ Set a deadline (24-72 hours).
3️⃣ Use an AI tool or journal to clarify your thoughts.
4️⃣ Take action. Even if it’s not perfect.

Trust Yourself and Take the Leap

I’ve learned that overthinking doesn’t make me a better decision-maker. It doesn’t make me smarter, safer, or more prepared.

It just keeps me stuck.

And I refuse to let that happen anymore.

If you’re struggling with overthinking, let this be your sign:
Stop analyzing. Start executing. Adjust as you go.

🚀 Now tell me – what’s one thing you’ve been overthinking? Drop it in the comments, and let’s break the cycle together.

The Brutal Truth About Boundaries, Burnout, and Business Survival

1. The Lies We Tell Ourselves: “I Can Handle It All”

Let’s get one thing straight – saying yes to everything is the fastest way to business suicide. I used to think I could juggle multiple businesses, side projects, random favors, and nonsense requests all at once. I convinced myself I was “just being efficient.” What a joke.

Every ‘yes’ I threw out was a step closer to exhaustion, frustration, and mediocrity. More projects? Yes. Clients who were obviously going to be a nightmare? Yes. Helping people who wanted my expertise for free? Yes.

What did I get in return? Stress, wasted time, and the realization that I was building other people’s dreams instead of scaling my own empire.

2. The Breakdown: When Saying Yes Almost Wrecked Everything

You want the raw truth? Saying yes almost destroyed my businesses. It took one particularly disastrous client – a walking red flag – to drive that lesson home. I should’ve run the second I spotted their unrealistic demands, their last-minute “urgent” revisions, and their refusal to pay properly.

But no, I thought I could handle it. I thought I could fix it.

That deal ended in a financial loss, months of wasted time, and an energy drain so massive I nearly scrapped one of my ventures just to recover. I was left cleaning up a mess that could have been avoided with one simple word: NO.

That was the moment I realized saying yes is expensive, and saying no is power.

3. The No-Strategy That Saved My Sanity (And My Business)

After that disaster, I started ruthlessly filtering what gets my attention. Here’s my no-BS framework:

• If it doesn’t make me money, it’s a NO. (I’m not in business for charity.)
• If it drains my energy, it’s a NO. (No more babysitting grown professionals.)
• If it puts me in a reactive state, it’s a NO. (I lead, I don’t chase.)
• If it forces me to justify why I should do it, it’s a NO. (If it were truly worth my time, I wouldn’t need convincing.)

And most importantly: I don’t explain my NO.

People respect firm boundaries. If they don’t, they weren’t worth my time in the first place.

4. The Side Effect: How Saying No Built My Authority

Funny thing – when I started saying no, people started taking me more seriously. Before, I was the go-to “fixer.” Need something done? Ask me. Have a problem? Dump it on me.

Now? I’m selective. If I say yes to something, it’s because it actually matters. My time is valuable, and that alone has positioned me as someone worth listening to, working with, and investing in.

5. The Business Owner’s No-Checklist (Use This Before You Say Yes Again)

Before you say yes, ask yourself:

1. Is this moving my business forward, or just keeping me busy?
2. Would I still say yes if there was no guilt, no social pressure, and no “shoulds”?
3. Who actually benefits from this—me or someone else?
4. If I say no, what’s the worst that will happen? (Spoiler: Usually nothing.)
5. If I knew my time was worth $10,000 an hour, would I still say yes?

Final Thought: No Is Your Power Move

Weak CEOs say yes to everything. Powerful CEOs say no to almost everything.

Saying no isn’t rude. It’s not selfish. It’s the only way to lead multiple businesses without losing your mind.

Next time someone throws an opportunity, a request, or a “quick favor” your way—pause.

And ask yourself: Am I saying yes because I actually want this? Or because I’m afraid to say no?

Then make the right choice.

🔥 Want to learn how to free up your time and delegate like a pro? Get my free guide on outsourcing & delegation here.

Are You Hiring Someone to Work Across Multiple Companies? Here’s What You Need to Know

I remember the first time I realized my executive assistant was essentially running three of my businesses at once. It wasn’t a planned strategy – it just happened organically. A task here, a report there, a calendar that spanned across different companies. Suddenly, she wasn’t just an assistant; she was the glue holding multiple ventures together. And I wasn’t alone in this realization. If you own multiple businesses, chances are someone on your team – your assistant, financial controller, or operations manager – is working across them without a formalized approach.

This kind of hire can be a game-changer or a ticking time bomb, depending on how well it’s structured. It’s not traditional hiring, and it’s definitely not traditional onboarding. So let’s talk about what you need to consider before pulling someone into multiple companies, how to onboard them correctly, and what red flags to watch out for.

How Hiring for Multiple Companies Is Different

Imagine you’re hiring for a single company. You have a job description, a structured role, and an employee who integrates into one culture. Now, double or triple that complexity. Someone working across multiple companies will have to juggle different workflows, adapt to multiple leadership styles, and manage competing priorities.

Here’s where things get tricky:

• They need to understand and respect the identity of each business. One company might be a high-end consultancy, another a tech startup, and another a luxury publication. These are vastly different ecosystems.
• Time management is more critical than ever. If their role isn’t structured properly, they’ll feel stretched too thin and productivity will plummet.
• Legal and compliance issues can’t be ignored. If your companies are legally separate, how do you handle contracts, payroll, and confidentiality?

The truth is, hiring for multiple companies isn’t just about getting an employee to “do more.” It’s about structuring the role so they can excel without drowning in chaos.

What to Consider Before Hiring

1. Role Definition: Clarity Over Chaos

One of the biggest mistakes I see multi-business owners make is assuming that a great employee will just “figure it out.” That’s not a strategy; that’s a shortcut to burnout.

• Define which tasks belong to which company. Is this person running finances across businesses or just handling admin work? Is their role 60% in one company and 40% in another?
• Decide who they report to in each business. If they answer to different managers, you need clear decision-making boundaries.
• Document responsibilities. A shared Notion page, a structured SOP, or even a simple checklist will help set expectations from day one.

2. Salary & Compensation: Paying for Complexity

If someone is handling responsibilities across multiple businesses, they shouldn’t be paid like a single-company employee.

• Are they being paid by one business but working for several?
• Do they need a higher salary to reflect the additional complexity?
• Are benefits structured properly across multiple companies?

This is where fairness matters. Overloading someone without fair compensation leads to quiet quitting – or worse, them walking away with deep institutional knowledge.

3. Legal & Compliance Risks: What You Don’t Want to Ignore

This might not be the most exciting part of hiring, but it’s critical.

• Contracts & NDAs: If your businesses are legally separate, make sure there’s a clear agreement outlining confidentiality.
• Payroll & Taxation: Are they officially employed by one company, or are they splitting salaries? Get an accountant involved early.
• Data Access & Security: If they have access to sensitive financials or client data from multiple entities, you need security protocols in place.

Effective Onboarding: Setting Them Up for Success

(Linking the Forbes article on the first 100 days of onboarding here)

Onboarding someone for a multi-company role is not like onboarding a regular employee. It requires:

• A clear breakdown of each company’s workflow.
• Defined priorities for the first 30, 60, and 90 days.
• Dedicated check-ins to track progress and resolve bottlenecks.

If you skip this step, you’ll find your new hire confused, overwhelmed, and inefficient. Worse, they might start prioritizing one business over another, creating imbalances in your operations.

Cultural Fit & Mindset: The Hidden Challenge

(Referencing my Medium article on cultural and religious customization here: https://medium.com/@konupkova.zuzana/the-power-of-cultural-and-religious-customization-in-multi-business-leadership-unlocking-global-b64ae4580469)

An employee working across multiple companies needs to be highly adaptable. They’re not just switching between tasks; they’re switching between brand identities, leadership expectations, and even company cultures.

Some businesses require formality, others thrive in a startup mentality. If your employee can’t shift between these modes, they’ll struggle to integrate smoothly across ventures. That’s why assessing cultural fit is even more important when hiring for multiple companies.

Seamless Communication: The Key to Avoiding Chaos

(Referencing my article on communication here: https://www.zuzana.pro/connecting-the-dots-how-to-achieve-consistency-and-clear-communication-across-your-teams/)

The biggest failure point in multi-company hiring? Lack of communication.

• What happens when they receive conflicting priorities from different business owners?
• How do they track tasks across multiple ventures?
• What’s the best way to update teams without endless meetings?

Having a streamlined communication system – whether it’s Asana, Microsoft 365, or even structured Slack channels – makes all the difference. This isn’t just for them; it’s for you too. If you can’t easily check what’s happening across businesses, you’ll lose control over execution.

Red Flags & Pitfalls to Watch Out For

Not everyone thrives in a multi-company role. Some warning signs:

• They seem overwhelmed or constantly behind. Their workload might be unrealistic.
• They lack autonomy. Multi-company employees need to be self-starters.
• They struggle with prioritization. If they can’t balance competing demands, performance will suffer.
• There’s confusion over decision-making. Make sure it’s clear who they answer to for each business.

Final Thoughts: Setting Up for Long-Term Success

Hiring for multiple companies isn’t about dumping extra work on a great employee – it’s about structuring their role in a way that benefits both them and your businesses. Done right, they become the backbone of your operations, seamlessly managing tasks across ventures. Done wrong, they become the bottleneck that slows everything down.

So before you hire, ask yourself: Are you setting them up for success, or for burnout?

Have you hired someone across multiple businesses? What challenges did you face? Let’s discuss.

“It’s not the giant waves that sink a ship – it’s the unnoticed leaks.” This metaphor perfectly captures the challenge every business leader faces: the danger of overlooking small issues that, if left unchecked, can escalate into major setbacks.

As I shared in a recent LinkedIn post, effective leadership isn’t just about solving big, obvious problems. It’s about digging deeper – addressing the smaller, often hidden issues that can derail progress. Ignoring these small leaks today might result in major operational or financial crises tomorrow.

Small Problems, Big Impact

While businesses often focus on strategic goals and large-scale challenges, the reality is that small, overlooked issues can have outsized consequences. Consider these examples:

• A minor IT system glitch can lead to data breaches, damaging customer trust.
• Unclear project communication can delay delivery, frustrating clients and risking reputational damage.
• Unchecked small expenses may snowball into budget overruns, causing cash flow issues.

What makes these issues particularly dangerous is their tendency to compound. Small cracks in the foundation of your business can quickly become chasms if left unaddressed.

The Leadership Blind Spot

Why do so many leaders fail to address small issues?

1. Focus on big priorities: It’s easy to assume that solving “big” problems will cover all bases, but small issues can fester unnoticed.
2. False sense of security: Minor concerns are often deprioritized because they don’t seem urgent.
3. Time pressures: Leaders, stretched thin, may overlook these issues until they escalate.

As I highlighted in my post, true leadership requires the ability to look deeper – to identify what’s beneath the surface. It’s not enough to solve the problems that are visible; addressing the unseen ones often makes the biggest difference in long-term success.

The Snowball Effect

Small issues rarely remain small. Over time, they grow and intersect, creating larger challenges that are more costly to resolve.

• A communication gap can lead to misunderstandings, missed deadlines, and frustrated teams.
• Minor inefficiencies in operations can compound, reducing productivity and profitability.
• Ignoring a customer complaint can escalate into a negative review or a damaged reputation.

The cost of ignoring these small problems can far outweigh the effort required to address them early.

How to Spot and Solve Small Issues

Proactive leadership is key to preventing small problems from becoming monsters. Here’s how:

1. Encourage Open Dialogue: Foster a culture where team members feel comfortable raising minor concerns.
2. Regular Audits: Periodically review your operations, finances, and team workflows to uncover hidden risks.
3. Focus on Patterns: Look for recurring small issues – they often point to larger underlying problems.
4. Act Decisively: Address small problems promptly, even when they seem insignificant. Delays only make resolution more difficult.

Lessons from Effective Leadership

Successful leaders understand the importance of addressing small issues. As I mentioned in my LinkedIn post, it’s not just about solving today’s visible problems – it’s about building systems and strategies that prevent small leaks from becoming major breaches.

Think of leadership like tending a garden: weeds may start small, but if left unchecked, they’ll overrun the healthiest plants. Effective leaders keep their gardens thriving by catching the weeds early.

Small problems might seem insignificant, but they often hold the potential to create significant setbacks – or opportunities, if addressed early. True leadership is about catching those “leaks” before they grow into uncontrollable waves. By proactively identifying and resolving these issues, you set the foundation for sustainable growth and success.

This is just one piece of the puzzle when it comes to running multiple businesses effectively. If you’re ready to dive deeper into practical strategies for regaining time, focus, and control, stay tuned. My new ebook on delegation of decision-making – a must-read for multi-business owners – is now available here.

Additionally, I’m preparing to launch my masterclass, Back 2 Control, designed specifically for leaders juggling multiple ventures. It’s packed with actionable insights to help you optimize your operations and thrive.

Follow me for more insights, and let’s continue this journey together. The best is yet to come!

When I hired my first assistant, I was excited. I imagined the relief of having someone to share the workload, the freedom to focus on what truly mattered, and the extra time I’d gain. But in reality, it didn’t start out that way. I made mistakes – plenty of them. Looking back now, I realized how much I had to learn, and I want to share that with you so you can avoid the same pitfalls.

The Beginning: Excitement Meets Chaos

At first, I didn’t know what to do with my assistant. Sure, I had a long to-do list, but when it came to actually assigning tasks, I froze. I ended up creating tasks just to keep her busy, rather than letting her handle real responsibilities that could have freed up my time. I was hesitant to let go of control, afraid she wouldn’t do things “my way.”

But then, something surprising happened. My assistant called me out. She said, “I can do more. Let me take things off your plate.” Her confidence and honesty made me realize how much I was holding her back – and myself, too. That conversation changed everything.

What Should an Assistant Do for a Multi-Business Owner?

If you’re juggling multiple businesses, the value of a skilled assistant is immeasurable. But first, you need to know what to delegate. Here’s a simple guide:

• Administrative Tasks: Managing emails, scheduling meetings, handling travel arrangements—these are the basics.
• Project Coordination: Tracking progress, maintaining timelines, and ensuring smooth communication with stakeholders.
• Personal Tasks: Reminders for personal errands, booking appointments, or even ordering gifts for special occasions.
• Business-Specific Tasks: Depending on your industry, this might include market research, social media updates, or preparing reports.

The key is to align tasks with both your needs and your assistant’s strengths. A good assistant isn’t just an extra pair of hands—they’re a partner in your productivity.

Best Strategies for Working with an Assistant

Here’s what I’ve learned works best:

1. Define Roles Clearly: Start with a detailed job description. Be clear about expectations and revisit them regularly as your needs evolve.
2. Set Priorities: Use task management tools to align on daily, weekly, and monthly goals. It keeps both of you on track.
3. Empower Them: Trust your assistant to make decisions within defined boundaries. This not only boosts their confidence but also reduces the back-and-forth.
4. Feedback is Everything: Schedule regular check-ins to discuss what’s working and what isn’t. This keeps communication open and strengthens your working relationship.

For example, I learned to hand over my email inbox. At first, it felt like losing a lifeline, but it gave me back hours of focus every day.

Mistakes to Avoid

Here are some lessons from my experience:

• Micromanaging: Trust is critical. Constantly checking up on tasks wastes everyone’s time.
• Assigning Busywork: Your assistant is there to create value, not just tick boxes.
• Unclear Instructions: Be specific about what you need and when you need it.
• Overloading Them: Remember, an assistant is human too. Don’t pile on everything you don’t want to do.

Once, I overloaded my assistant with too many tasks at once. The result? Missed deadlines and unnecessary stress for both of us. I learned that clear priorities and manageable workloads are non-negotiable.

Examples of Effective Assistant Utilization

To help you see the potential, here are a few examples:

• Scheduling Overlaps: My assistant once coordinated meetings for three businesses without a single conflict.
• Content Prep: She organized blog drafts and managed my social media schedule.
• Market Research: When launching a new product, she gathered data that saved me hours of time.

These tasks might seem simple, but they’re transformative when done well.

Conclusion: Learning and Growing Together

Hiring an assistant isn’t just about delegating tasks; it’s about building a partnership. My first assistant taught me as much as I taught her, and the experience reshaped how I approach leadership and delegation.

If you’re a multi-business owner, having the right assistant can be a game-changer. But it requires clear roles, open communication, and trust. These are the same principles we dive into during my 12-week coaching program, where we cover not only how to hire and manage your assistant but also how to optimize your time and focus on what truly matters.

Your assistant isn’t just someone who works for you; they’re someone who helps you work better. Let them.

Managing people is both an art and a science. But here’s a confession that might raise a few eyebrows: I use dog-training tactics in my leadership style. Yes, you read that right. When it comes to communication, especially with nonverbal cues, I’ve found incredible success in adapting techniques often used in canine training. This isn’t about treating people like pets—it’s about the power of clear, consistent signals.

So, does that make me a bad boss? Let’s dive in.

Why Communication Matters More Than Words

Effective leadership relies heavily on communication, and it’s not just about what you say—it’s how you say it. Nonverbal communication plays a significant role in:

• Reinforcing clarity.
• Reducing misunderstandings.
• Creating seamless workflows.

By pairing gestures with verbal instructions initially, I’ve trained my team to understand my expectations even from a distance. Over time, they pick up on the nonverbal cues alone, much like how consistent gestures guide a dog’s behaviour.

How It Works in Practice

1. Start with Both Words and Gestures: When introducing a new instruction or workflow, I pair a specific gesture with clear verbal communication. For instance, a raised hand might mean “pause,” or a pointed gesture could signal “attention.”
2. Repetition Builds Recognition: Just like with dogs, consistency is key. Over time, employees associate the gesture with the action without needing verbal reinforcement.
3. Scaling Communication Efficiency: In fast-paced environments or across a large space, gestures eliminate the need for shouting or repeated explanations. A simple wave or nod can convey everything from acknowledgement to direction.

Is This Manipulative?

Not at all. In fact, this method respects employees’ autonomy and intelligence by reducing micromanagement. Instead of constant verbal instructions, gestures empower them to take initiative and respond more independently.

Why It’s Effective

• Clarity: Nonverbal cues eliminate ambiguity.
• Speed: Actions speak louder than words, especially in high-pressure moments.
• Team Dynamics: It fosters stronger alignment and trust.

The Ethical Angle

Using dog training techniques might sound controversial, but the goal is never to demean or diminish. It’s about leveraging human psychology to improve teamwork and efficiency. The key is mutual respect and clear intentions.

Am I a Bad Boss?

If being a good boss means finding creative ways to communicate effectively, then I’ll wear the “bad boss” label proudly. Ultimately, this approach has:

• Reduced misunderstandings.
• Enhanced team performance.
• Made my businesses run more smoothly.

Conclusion

Leadership is about finding what works. If pairing gestures with words helps my team thrive, why not use it? The goal is simple: create an environment where everyone knows what’s expected and can act with confidence – even from a dozen meters away.

So, am I a bad boss for using dog-training tactics? I’ll let you decide. But one thing’s for sure – my team and I are thriving together, and that’s what truly matters.

When you’re leading multiple ventures, achieving seamless communication across diverse teams becomes a cornerstone for success. Clear, consistent communication is about more than just keeping everyone informed—it’s about creating a cohesive environment where each team feels connected to the bigger picture. For multi-business owners, mastering this skill can transform isolated efforts into a unified, high-performing operation.

Multi-business owners, CEOs, and high-impact leaders know this challenge well. Let’s dive into practical strategies to maintain clear, consistent, and impactful communication across multiple teams—strategies that don’t just keep everyone on the same page but enable real synergy.

1. Centralize Communication Platforms and Practices

When managing various ventures or teams, fragmentation in communication is one of the most common pitfalls. Set up unified communication platforms, like Slack or Microsoft Teams, as dedicated spaces where your team members can discuss ideas, provide updates, and collaborate seamlessly. Beyond the platform itself, establishing consistent practices—such as where specific types of information get shared—avoids confusion and keeps information flowing to the right people at the right time.

When your teams know exactly where to find information, they spend less time searching and more time doing what matters.

2. Standardize Processes, Terminology, and Reporting

Working with multiple teams often means navigating different operating styles, approaches, or even lingo that can unintentionally silo communication. By developing a shared language and establishing universal processes for core activities, you streamline communication and eliminate unnecessary friction. This standardization helps keep everyone on the same page and makes it easier to onboard new team members, reducing the chances of costly misunderstandings.

A shared language across teams minimizes confusion, fostering unity and enabling efficient collaboration.

3. Schedule Regular Cross-Team Syncs

Consider the cadence and purpose of check-ins across your teams. While daily operational meetings might bog everyone down, bi-weekly or monthly cross-team syncs can be incredibly beneficial for high-level alignment. Use these meetings to discuss challenges, align on progress, and address overlapping goals between teams. Cross-functional collaboration doesn’t happen by accident—it requires intentional spaces for dialogue, and as a multi-business leader, your role is to facilitate these connections.

Scheduled check-ins don’t just keep everyone updated; they align teams, reduce redundancies, and bring collective goals into focus.

4. Leverage Project Management Tools

When juggling multiple ventures, it’s essential to keep your eyes on the big picture without missing the details. Project management tools like Asana, Monday.com, or Trello allow team members to see the overall project flow, upcoming milestones, and individual responsibilities. For the leader, these tools offer visibility into project status across all teams, making it easier to spot bottlenecks, address roadblocks, and celebrate wins.

Clear project visibility empowers each team member to understand their role in the bigger picture, strengthening accountability and productivity.

5. Appoint Communication Liaisons

For larger or more complex ventures, designating a communication liaison within each team can be a game-changer. A liaison acts as the point person who can relay updates, align expectations, and convey cross-team information accurately. This role not only helps streamline communication but also gives team members a clear resource when questions arise, especially in high-stakes or time-sensitive projects.

A designated liaison bridges gaps, ensuring everyone receives critical updates without the overwhelm of excessive messages.

6. Build a Culture of Open Feedback

Consistent and clear communication isn’t a one-and-done process—it requires continual refinement. Encourage teams to offer feedback on communication practices, especially as new challenges and needs arise. Whether you create a quarterly feedback survey, hold regular check-ins, or foster a culture where questions are welcome, open feedback keeps the lines of communication adaptive and responsive.

An open feedback loop isn’t just about solving problems—it’s about building a culture of continuous improvement and adaptability.

7. Develop a Communication Playbook

Having a communication playbook is essential, especially as ventures grow or teams expand globally. A playbook serves as a guideline on how and when to communicate, covering preferred platforms, meeting structures, and escalation points. It’s particularly valuable in remote or hybrid work setups where people might operate in different time zones or cultural contexts. This consistency not only benefits your team but also brings confidence to new hires as they adapt to your organization’s rhythm.

A communication playbook brings clarity and consistency, empowering every team member to communicate effectively across ventures.

Effective communication across multiple teams goes beyond standard updates or emails. For multi-business owners, communication is about shaping how each venture contributes to the greater vision, ensuring all teams can work both autonomously and collaboratively. With the right strategies, you’re building a strong foundation for your ventures, where each team operates with clarity, alignment, and purpose.

So, what communication strategies do you use across your teams? Share your insights—I’d love to hear what works for you!