Masterclass: How to go from founder to CEO (without imploding)

Today, we're talking about something that is the brutal truth about startups, which is that your business's success is completely dependent on your growth as a CEO. And so we're talking about from starting a company to getting to that first 1 to 3,000,000 in revenue, what you need to be doing as a CEO. And then Sam was sharing, you know, basically examples of after 3,000,000 and scaling up from 3 to the tens of millions to, you know, to get to a 100,000,000 in revenue, how you have to make this brain shift and what do you gotta do as a CEO. Mistakes we've made, stuff that works for us, tactics, techniques, specific frameworks we're using, it's all again. I was writing, like, journaling this this morning. Can I, tell you what I was writing about and tell me if you ever experienced this way? Yeah. But you have to start with dear diary. So I was realizing and tell me if you ever had this realization that my company's growth is limited by my personal growth. My company can only grow as fast as I can grow as a leader. Have you ever experienced that? Yeah. I have a similar belief, which is, like, the bottleneck of any business is the psychology of the founder. That's kind of the way I've always said it. So not necessarily my growth, but, like, my psychology is the limiting factor. Yeah. Your business is basically a mirror of your strengths and weaknesses. And here's what happens is you a lot of people, they don't realize that. I haven't realized it until recently because the early stages of a business, and I don't know where that would be. Some number between the huge number of 1 and 20,000,000 in revenue. Honestly, it probably starts at 3,000,000 in revenue where you're out of the brute force stage. And it depends on your business, but something like 1,000,000 a year in profit maybe, where you're out of the brute force stage. And what happens next is actually the hard part. The hard part is, like, how do you scale as a leader? Because your job then becomes leading people, not actually doing. And so I was thinking of, like, what where that shift is. And the big shift or, like, not the shift, but what, like, tactics or strategy needs to change. And I was trying to list out what those were. And let me explain if you agree with each of these. So the first one is abdicating versus delegating. So let me walk you through a scenario. Tell me if you've done this exact same thing. I hire someone or I get a freelancer, and I sit down. I go so and I they sit next to me on a chair, and I'm looking at them and I go, alright. So here's what I do. I do this, this, this, and this. Alright. Great. There you go. Talk to me, later, …