What Entrepreneurs Can Learn from You Are a Badass
The belief that you're "not the type of person" who starts or runs a successful venture is usually an inherited limiting belief, not an accurate assessment of your actual capability.
The whole book, compressed
This edition works through 4 core lessons — take them one at a time, not all at once.
What's different for your conditions
Tap whichever ones sound like you. Nothing here is sent or saved — it's just for your own noticing.
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The core lessons, applied to you
Naming the limiting belief behind your hesitation
A founder's hesitation to raise prices, pitch a bigger vision, or ask for what the venture needs is often rooted in an old, unexamined belief about not deserving success, rather than a reasoned business judgment.
A founder underprices their product for years, driven by an unexamined belief that charging more would be greedy or presumptuous, well past the point where the market would clearly bear a higher price.
Name one business decision you're consistently hesitant about, and ask honestly whether it's driven by a reasoned judgment or an old belief about what you deserve.
How your self-belief shapes the opportunities you actually pursue
A founder who doesn't believe the venture can succeed at a larger scale tends to unconsciously avoid the bigger opportunities that scale would require, creating a self-fulfilling limitation.
A founder passes on a genuinely promising bigger opportunity, rationalizing it as impractical, when the deeper driver is a belief that they aren't the kind of person who succeeds at that scale.
Name one opportunity you've dismissed as "not realistic," and consider whether an unexamined belief about your own capability is part of why.
Taking the bold pitch or ask before you feel fully confident
Waiting to feel fully confident before making a bold ask, whether a stretch pitch or a difficult negotiation, keeps most founders stuck indefinitely, since the confidence typically follows the action rather than preceding it.
Identify one bold ask you've been delaying until you feel more confident, and make it this week regardless of how confident you feel.
Curating who surrounds your venture
The advisors, cofounders, and early supporters around you either reinforce your bold moves or quietly discourage them, and choosing that circle deliberately supports the change you're making.
Being realistic about genuine business risk and pushing past an old limiting belief aren't opposites — the discipline is telling the two apart honestly rather than using "being realistic" to justify permanent hesitation.
Name one thing, honestly
Name one business decision you've been avoiding. Is the hesitation reasoned business judgment, or an old belief about what you deserve?
Good. Now look back at the "Try this" line under whichever lesson feels most connected to what you just wrote, and treat that as this week's actual assignment — not all 4 at once.
The practices from this edition
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Run this for seven days
Identify one bold ask you've been delaying until you feel more confident, and make it this week regardless of how confident you feel.