May 9, 2025
Story [#42]

Despair — The Entrepreneur's Superpower

Or a minute of “I’m Not Giving Up”

When I started my business, I didn’t even think I was starting a business.

I just didn’t want to work for morons — and I needed to support my family.

All I really wanted was a comfortable space where I could do something meaningful, surrounded by interesting people.

I was always ready to work hard — especially on things that lit me up.

But as the business grew, I started catching myself… envying my own employees.

They had steady paychecks, sane schedules, flexible terms.

I, on the other hand, worked nonstop. The full weight of responsibility was on me.

Sure, I was proud of the team I built. I did everything I could to create the best possible environment.

But inside, frustration was brewing.

Because everything came back to me.

I didn’t come from an entrepreneurial family. I didn’t know how to do it “right.” I learned the hard way.

I truly believed being a founder meant being available 24/7. Being responsible for everything and everyone.

It felt normal. Like that’s just how it is.

Is Stability Not For Founders?

Inside, the doubt crept in.

Is this really the path?

My team lived full lives. And I couldn’t even pick up a hobby.

Something was clearly off.

The turning point for me was reading Robert Kiyosaki’s Cashflow Quadrant.

The idea that a business is a lever — using other people’s time and resources — hit me like a brick.

I started delegating. Production tasks? Easy.

But decision-making, communication, client issues? Still on me.

Delegating Alone Isn’t the Cure

A business is people.

And people leave.

When they did, they walked out with everything they’d learned.

You pour energy, trust, time into them — and then they’re gone.

And you’re left rebuilding. Again.

That’s when it hit me: I was living inside the business.

While my employees were living off the business.

Then came the harsh truth: No one cares about my business the way I do.

Sure, the vibe was good, the culture was nice.

But if a better offer came along — it was goodbye.

And right there, at the edge of burnout, I finally understood: I need to build assets.

Something that doesn’t fall apart when one person leaves.

Something that doesn’t revolve around me.

Step One — Preserve the Knowledge

We started with a knowledge base.

Asked the team to start documenting what they knew.

And… turns out, most people didn’t want to, didn’t know how, or didn’t see the point.

Reminders, requests, even pep talks — useless.

Only the few enthusiasts contributed.

The rest… just ignored it.

Understanding the importance isn’t enough.

You need structure.

You need oversight.

You need motivation.

That’s when we began building our internal operating system.

With our project managers, we implemented a new rule:

  • At the start of every project, time is blocked — not billable to the client.
  • During that time, team members must document key knowledge.
  • The manager ensures it’s done.
  • Active contributors get rewarded.

The result was real.

A whole new level of clarity and accelerated growth:

  • Knowledge stopped disappearing.
  • New team members onboarded faster.
  • Documentation became part of our culture.

Not Just Knowledge — Management Too

The success with production systems was inspiring. We started documenting everything.

Hiring, marketing, sales, internal communication — all of it.

We captured every recurring action, every how-to, every “how do we do this again?”

Yes, it took time. Yes, it took effort.

But at some point I realized: I was barely involved in operations anymore.

Managers knew what to do.

Templates, playbooks, processes — all in place.

My role became strategy and high-stakes decisions.

I got my time back.

Time for life.

Time for myself.

Time for hobbies.

It felt strange.

But incredibly satisfying.

Systems take work. They don’t happen overnight.

But the payoff is real.

Despair Isn’t the Enemy

It’s scary, sure.

It eats you alive. Makes you question everything. Can burn everything down.

But.

If you don’t quit.

If you turn that feeling into action.

It becomes fuel for change.

Growth begins with despair.

Because when you’ve hit the wall, when you truly can’t go on, that you finally find the strength to change everything.

Disclaimer.

Every business has its nuances, and every founder has their unique context and resources. Whether or not my advice applies depends on your situation, experience, and needs. But one thing is universal—use your brain.

Think about how to apply the advice in your context before acting.

Your way.

How to Get Your Team to Actually Follow the Rules

One of the biggest challenges I faced when implementing a system-driven approach was resistance from the team.

People hate change — especially when it touches their daily routines.

Classic pushback: “We’ve always done it this way,” “This won’t work,” “Why do we need this?” “I don’t have time for that.”

At times, it felt hopeless.

Like I was forcing something no one wanted.

But it’s exactly persistence, clarity, and belief in the bigger picture that helped me push through.

1. Explain and Involve

The first thing a founder needs to do is explain.

A lot. Repeatedly. With real-world examples.

How it’ll change their work. What will get easier. How it eliminates chaos, stress, repetitive questions, and the constant “how do we do this again?”

They need to feel like co-creators, not passive task-doers.

Involve them, listen to feedback, adjust when needed — but stand firm on the direction.

People don’t change just because “they should.”

They change when they see value for themselves.

2. Enforce and Monitor

At a certain point, control matters.

You need to check:

  • Who’s following the rules and who’s not
  • What’s been implemented vs. what’s still just talk
  • How the tools and processes are actually being used

And you have to hold people accountable.

Even if that means being the “bad guy” early on.

3. Motivate Through Growth

I promoted key team members who were actively involved in building systems.

They became department leads.

But with that came real responsibility:

  • For results
  • For process adherence
  • For driving system adoption within their teams

They became true owners of their systems.

And ownership is one of the most powerful drivers of success.

4. One Source of Truth

Before, we had a wiki no one used.

Docs forgotten within weeks.

Instructions scattered across platforms.

We centralized everything into a single knowledge base:

  • Clear on what, how, and why we do things
  • Every team owned their own section
  • HR maintained company-wide policies
  • PMs kept project processes up to date

We added reminders, check-ins, and onboarding flows.

New hires got immediate access to the rules — and knew what was expected from day one.

Final Takeaway

To get your team to follow the rules, you need three things:

  1. Clarity – explain the “why”
  2. Involvement – make them part of it
  3. Support + accountability – make sure it sticks

Systems aren’t just about processes or checklists.

They’re about people — and the way those people bring them to life.

Every founder has their own way of getting through hard days.

Mine is Nyx Thorne — a fictional hero I created to remind myself that clarity, courage, and rebellion are always possible.

Her journal reminds me (and maybe you) that it’s okay to struggle — and still move forward.
When they leave, it feels like a piece of you leaves with them.
And you’re left alone with the silence.

But over time…

That silence becomes a doorway.
An opening for something new.

It turns into space.
Where you can finally rise.

From the journal of Nyx Thorne.
That’s all for today. See you next week.
- Eugene

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Autjor avatar

Hi, I’m Eugene.

Strategist, operator, and product builder helping founders escape operational chaos and build businesses that work without them.

Over the past 20+ years, I’ve grown an international agency from one-person freelance to a multimillion-dollar business. I’ve led teams, scaled systems, burned out, rebuilt, and learned (the hard way) what it really takes to run a business that doesn’t consume your life.
Today, I work with small business owners and independent founders who’ve outgrown hustle advice and need practical structure.

I help them make sense of complexity, design simple systems, and create the kind of business they actually want to run.

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